HomeMy WebLinkAboutCC AG PKT 2004-06-28 #V City of Seal Beach
Agenda Report
Date: June 21, 2004
To: Honorable Mayor a City Council
From: John B. Bahorsk
City Manager
Subject: Presentation of the Police Services Study
SUMMARY OF REQUEST:
City Council is requested to take the following actions with regard to the Police Services
Study:
• Receive report and presentation.
• Accept the reports findings and recommendations.
• Remove the hiring freeze on the Police Department.
If City Council approves these three recommendations, the Seal Beach Police Department
will have a road map to implement over the next year and will bring staffing and
operational changes to the Department.
BACKGROUND:
Since June 2002, the City of Seal Beach has been operating under a citywide hiring
freeze due to economic conditions within the City and at the State level. Attempts were
made to internally develop a staffing plan; however, due to workload and other tasks
facing the department, it became clear outside assistance was needed.
In January 2004, the City retained the services of Organizational Effectiveness
Consulting to assist the City Manager and Police Department in evaluating the
Department (Attachment A). Over the next the next four months, Organizational
Effectiveness Consulting met with police staff, Council, City Management and other
departments to understand the workings of the Police Department. In addition, the
consultants reviewed Department documents and examined current practices.
Item V
The consultants have completed their work and issued the attached report on police
staffing levels. This report contains findings and recommendations to improve the Police
Department over the next year. The recommendations address both staffing and
operational issues to free up officer time to focus on police field functions.
Organizational Effectiveness Consulting will be at the June 28, 2004 City Council
meeting and will present the results of the study to City Council. If City Council approves
this report, the implementation of the findings and recommendations will begin. This
study is the blueprint for change in the Police Department.
RECOMMENDATION:
Staff recommends:
1) Receive the report and presentation.
2) Accept the findings and recommendations contained in the report.
3) Remove the hiring freeze on the Police Department.
ATTACHMENTS:
A. January 12, 2004 Staff Report
B. Police Services Study prepared by Organizational Effectiveness Consulting
City of Seal Beach
Agenda Report
Date: January 12, 2004
To: Honorable Mayor and City Council
From: John B. Bahorski
City Manager
Subject: Authorize City Manager to Execute a Contract with Organizational
Effectiveness Consulting to conduct a Police Operations Study
SUMMARY OF REQUEST:
Staff is requesting outside consulting support to prepare an Operations Study that will
address three main issues: what police services should be provided, what staffing level
and mix are necessary to deliver these services and what is the most appropriate
organization structure. Staff is requesting professional assistance to answer these
important questions and provide City Council with a factual, realistic and financial viable
plan to staff the Seal Beach Police Department. This contract will allow the staff to move
forward with a staffing plan.
BACKGROUND:
Since.June 2002, the City of Seal Beach has been subject to a citywide hiring freeze due
to the economic conditions within the City and at the State level. The Seal Beach Police
Department, with the implementation of a new retirement program (3% @ 50), has lost
four officers to retirement. In addition, three officers have left the department to pursue
careers in other police agencies. Currently, there are 21 officers that are field eligible to
work patrol and traffic duties, the remaining nine officers are assigned to either non -
patrol functions or are on workers' compensation restriction.
Staff has worked diligently on gathering information on staffing and operational issues,
however, it became clear that professional assistance is needed to complete the analysis.
Due to a variety of tasks facing the Police Department, the work on this project is slow
and the organizational /data analysis required to complete a study are labor intensive,
making it necessary to seek the assistance of an outside consultant. Staff wants to provide
City Council with a thoughtful analysis on police operations /staffing that is based on hard
data and is fiscally sound. This type of analysis can best be done with the assistance of an
outside consultant.
Attachment A
The Police Department is an annual $6 million dollar expenditure that represents the
single largest expenditure the City makes in the fiscal year. Prior to filling any of the
vacant positions, staff believes it is prudent to carefully examine the Police Department
and their staffing levels given the cost involved with operating the department. More
importantly, the cost of a police officer is significantly higher due to the new retirement
system and increase in salaries, thus making staffing decisions based on hard data
extremely important. The era of filling positions without sufficient analysis in the Police
Department is over. This is due to increased workers' compensation, retirement and
increasing salary costs. During the last contract, salary increases range from 6 % -8% each
year for the management unit and 4 % -6% each year for the non - management unit.
Current PERS cost are 51% of salary within the public safety area, therefore, an in depth
examination of staffing within the Police Department is warranted.
The Police Department management staff and I interviewed several qualified consultants
to prepare the operational evaluation/staffing study and have determined that
Organizational Effectiveness Consulting is the best suited to undertake this study. The
cost of the study is $34,375 and can be completed within 120 days from the start of the
project. Once City Council approval is given, staff will prepare the necessary contract
and begin the project.
FISCAL IMPACT:
The funding for this study is available within the City Manager budget. Funds were
originally set aside for a bench marking study, however, due to the importance of this
study to the City, staff is recommending the funds be directed to complete this study.
RECOMMENDATION:
Staff recommends City Council authorize the City Manager to execute a professional
services agreement with Organizational Effectiveness Consulting in the amount of
$34,375.
SUPPORTING DOCUMENTS:
A) Proposal from Organizational Effectiveness Consulting
I`
City of Seal Beach
Police Services Study
Tom Esomtcn
Organizational Effectiveness Consulting
11342 Sulphur Mountain Road
Ojai, CA 93023
(805) 933-9723
DogRanch3@ool.com
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Background
it Lose of Captain position in 2002
tt Hiring freeze in 2002
• 36 to 29 sworn
• 14 to 9 civilian
U Multiple long -term leaves
• Injuries on duty
• Medical
to administrative
Four Key Questions
1. What police services should be provided?
2. What staffing level is required to deliver
the services?
3. What is the appropriate organization
structure?
4. What management practices should be
employed to make this work?
Organizational Effectiveness Consulting 1
Quick Observations
tt Seal Beach PD provides good policing
service
tt Fiscal and staffing challenges forced PD
management into crisis mode
tt Continuous realignment of resources
resulted in lack of focus
tt Staffing realities coupled with focused
priorities are essential
Areas of Analysis
tt Comparative analysis
tt Organizational health
tt Organizational practices
tt Workload analysis
tt Jail management
Comparative Summary
a Current authorized sworn of 36 results in
1.54 officers per 1000 population
tt Recommended strength of 30 results in 1.24
officers per 1000 population
n Per citizen cost of $257 for police services
n Low Part I crime rate
tt Low number of arrests per Part I crimes
tt Detective caseload below average
Organizational Effectiveness Consulting 2
Highlights —
Organizational Health
tt Sense of stagnation
• Hiring freezes
■ Long -term leaves
1 Limited advancement opportunities
tt Excessive workload — particularly civilian
employees
Highlights —
_, Organizational Practices
tt No systematic approach to patrol
• Differential response
• Directed patrol
tt Lost community policing focus
tt Inordinate use of overtime
tt Inefficient use of animal control resources
tt Inconsistent use of management info.
Highlights —
Workload Analysis
tx 25% increase in CFS from 1998 to 2003
tt 40% officers' time to handle CFS
12 37% officers' time to handle OIA
tt Decline in OIA since 2001
13 Number of traffic citations acceptable
tt Detective caseload below average
u Inconsistent resources for parking enforcement
11 Support functions understaffed
Organizational Effectiveness Consulting 3
, Highlights —
Jail Management
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tt Contract between City and CSI unique
tt Number of informal agreements in place
that are inconsistent with contract
It Revenues have declined steadily
• $79,000 in FY 2000/2001
• $64,000 in FY 2001/2002
• ($2,900) in FY 2002/2003
tt No cost recovery for PD employee time
Recommendations - Patrol
tt Staff with 23 officers (2 traffic)
tt Implement a 4/10 cover shift
1 Define minimum staffing
tt Use directed patrol
tt Assign Community Service Officers
tt Manage CFS
Recommendations - Investigations
tt Maintain current staffing (1 plus 3)
tt Implement case management system
tt Increase management attention to case
closure methods
Organizational Effectiveness Consulting 4
: Recommendations - Parking
tt Retain parking enforcement in PD
tt Staff with F/T CSO and eight P/T PEO's
tt Use PEO's for other purposes on a very
limited basis
tt Formally assess parking enforcement
program for revenue and other goals
Recommendations — Traffic
u Assign two officers — maximize
commitment to traffic
tt Work 4/10 plan primarily days
tt Directed patrol based on traffic and
collision patterns
tt Use motorcycles as main form of patrol
Recommendations - Structure
tt Two Divisions — Support and Operations
tt Civilian manager to run Support Division
tt Fill vacant secretary position for Division
Commanders
tt Create operations administrative corporal
position
Organizational Effectiveness Consulting 5
Recommendations - Jail
u Document existing accounting practices
tt New contract to reflect actual mutually
agreed upon practices
ti Incent CSI to maximize revenues
tt City should explore other options to CSI
contract
Recommendations — Animal Control
i u
tt Pursue full service contract with City of
Long Beach
tt Mandate use of local Seal Beach shelter
tt Contract should be structured similar to
Long Beach/Los Alamitos relationships
tt More clearly delineate is relationship and
financial dealing with local shelter
Recommendations — Mgmt Practices
1
n Establish reliable management information
reporting system
n Set Department goals and priorities in each
function areas
tt More diligently manage scheduling and use
of overtime
Organizational Effectiveness Consulting 6
Staffing Summary
Authorized Proposed
2003 2004
SWORN 36 30
CIVILIAN 14 15
TOTAL 50 45
Financial Implications
i
a Fully staffed parking enforcement
tt Reduction of overtime
a Traffic focused on traffic
1 New jail contract with revenue incentives
tt Animal control contract
tt Proposed staffing levels
NET SAVINGS OF $400,000 to $500,000
Transition Issues
tt Resolution of long -term leaves
tt Recommend 2 "over- hires"
tt Flexible use of CSO's during transition
tt Emergency services coordination
tt Single civilian employee classification
Estimated One Year Transition Period
Organizational Effectiveness Consulting 7
Measures of Performance
tt Community satisfaction
tt Timely response to Pnority 1 calls
tt Comparative crime rates
tt OIA at least equals CFS
It Traffic safety (accident rate)
tt Community policing activity
rt Jail revenues
tt Citizen complaints
tt Overtime usage for "controllable" purposes
tt Case clearance rates
Summary
tt Core and Essential services will be provided
u Renewed focus on goals and accountability
tt Information available to assess performance
tt Collective commitment required to ease the
transition period
u Quality service to the community
Organizational Effectiveness Consulting 8
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STRATEGIC PLANNING • ORGANIZATION ANALYSIS • TEAM BUILDING • MANAGEMENT DEVELOPMENT
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• TOM ESENSTEN
® PRINCIPAL
® May 31, 2004
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® Mr. John Bahorski
® City Manager
• City of Seal Beach
® 211 Eighth Street
• Seal Beach, CA 90740 -6379
Dear Mr. Bahorski:
• I am pleased to present this Police Services Study for your review and consideration. It is
• reflective of input from a large number of individuals and evaluation of considerable
® documentation. This report should provide the information you, City Council and Chief
® Sellers require to ensure ongoing high quality policing services in the City of Seal Beach.
® The Seal Beach Police Department is a professional organization providing quality
• service to the community. The recent hiring freezes, coupled with staffing shortages
® from long -term leaves, has challenged the Department. Chief Sellers and his entire staff
• should be commended for their commitment through this difficult period. The Police
• Department has continually adapted by realigning resources and priorities. Every
employee has accepted unanticipated changes in work schedule and job responsibilities.
It is important that some degree of stability now return to the Department so that long-
• term priorities can be established and relevant accountability systems be implemented.
This report details recommendations that will provide the Police Department with the
• requisite stability and focus. It outlines a staffing plan that will ensure the community
receives core and essential police services, while providing time for Department
41 employees to engage in community policing activities. It recommends modifications to
existing contractual relationships and proposes others to maximize the benefits of
available resources. And, the report identifies key performance indicators that you and
• Chief Sellers can use together to assess the Police Department and measure progress.
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11342 SULPHUR MOUNTAIN ROAD • OJAI, CA 93023
411 (805) 933 -9723 • FAX (805) 933 -9753
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• Mr. John Bahorski, City Manager
City of Seal Beach
• May 31, 2004
• Page 2
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On behalf of Rich Thomas and myself, I would like to thank you for the opportunity to be
• of service to the City of Seal Beach. This study could not have been completed without
• the full involvement of the Police Department employees. Their commitment to the
• community and quality policing is unquestionable. Please let me know if we can be of
further assistance.
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• Sincerely,
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Tom Esensten
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• Table of Contents
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• Introduction 1
Background 3
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Comparative Analysis 6
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• Findings
• Organizational Health 7
Organizational Practices 8
Workload Data 10
• Jail Management 14
• Service Levels 16
• Recommendations
• Patrol 18
• Parking Enforcement 20
• Traffic Enforcement 20
• Reserves 21
• Organization Structure 21
• Jail Management 21
• Animal Control 23
• Management Practices 24
• Staffing Plan 26
• Proposed Organizational Chart 27
• Fiscal Implications 28
• Transition Issues 29
• Conclusion 31
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• Appendix A — Comparative Data
• Appendix B — West -Comm Activity Report 2003
• Appendix C = Patrol Staffing Schedule
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• of Contents
City of Seal Beach
• Police Services Study May 31, 2004
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D- . ,. 27; 7 ' Wig
nro u, tio r..
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Like most California cities, the City of Seal Beach finds itself in increasingly difficult
economic times, triggering a re- evaluation of its priorities and services. In response to
persistently declining revenues and accelerated costs of doing business, Seal Beach has
adapted. It has reduced budgeted positions, reorganized, outsourced some services,
eliminated others and recently imposed a hiring freeze.
The Police Department, rightfully, has not been immune. Authorized staffing has been
reduced while actual staffing is even lower, as positions vacated through attrition remain
unfilled. Keeping in mind the safety of the community while being fiscally responsible,
the City Manager has commissioned Organizational Effectiveness Consulting (OEC) to
complete a Police Services Study to determine what other opportunities exist to address
the present circumstances.
This study focused on four main issues:
❑ What police services should be provided?
❑ What staffing level is required to deliver the services?
❑ What is the appropriate organizational structure?
❑ What management practices should be employed to make this work?
The methodology used to address these issues included the following:
❑ Meetings with the City Manager, Chief of Police and others
❑ Review of relevant documents and data from Seal Beach Police Department
❑ Interviews with City Council Members, the City Manager, other City staff, the
Police Chief, and twenty -eight members of the Seal Beach Police Department
representing a cross section of the Department and its contractors
❑ Analysis of comparative agency information
❑ Review of nationwide literature about police services and staffing
❑ Identification of services provided by Seal Beach PD and the practices used in
delivering those services
❑ Review and comparison of "best practices" in the law enforcement profession
❑ Application of OEC consultants' professional judgment based on sixty years
of collective experience
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 1 of 32 May 31, 2004
•
The resultant Police Services Study contains an evaluation of current services and
practices, including an analysis comparing Seal Beach Police Department to selected
peers. Core and essential services have been defined and identified. A staffing plan and
organizational structure were developed, and other related recommendations articulated,
that will allow the Department to provide these services.
Additionally, it is important to note that for over a year the Department has been
operating in a crisis mode which has been brought on by a combination of a hiring freeze
and the temporary loss of five to seven employees out on long -term leaves. As a result
the Department management has, out of necessity, focused.on delivering core services
with an all -time low staffing level. Unfortunately, approaches, programs, and practices
that were implemented several years ago to enhance the quality and level of police
services have not been as high of priority as the Department would like.
It is important to acknowledge at the outset the excellent work of the Police Department
under these extreme and difficult circumstances. While a number of comments and
recommendations about management practices, weaknesses, and deficiencies are
contained in this report, many should not be interpreted as criticism but rather as
reminders that as this crisis passes the Department needs to renew focus and commitment
to these areas.
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City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 2 of 32 May 31, 2004
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dBackgrounal% r ,,
The following information provides the context for the Seal Beach Police Services Study.
The information comes from our review of the organization, information collected from a
variety of sources, OEC's professional expertise, and the experiences of others.
The City of Seal Beach
The City of Seal Beach, like most California cities, is experiencing continuing financial
difficulty. Revenues have not kept up with the demands for service. The cost of doing
business continues to increase across the board, especially in connection with salaries,
benefit packages, technology, and goods and services. These escalating costs put a
further strain on current and projected fiscal resources.
To combat uncertainty, shrinking revenues and rising costs, the City of Seal Beach has
employed several strategies. First, it has decreased budget expenditures by refining,
reinventing, outsourcing, and reducing discretionary expenditures. Second, it has
reduced staffing in some service areas. Third, the City has reorganized and further
outsourced other services. And finally, it has reduced some staffing permanently and
implemented a hiring freeze on all vacant positions. The City has also established a goal
to increase its reserves.
The City Manager and the Police Chief have resolved not to bring any staffing
adjustments (including filling any vacancies) to the City Council until a police services
study has been completed. The City Manager is concerned that the City can only afford
to meet the demand for core and essential services, noting that enhanced levels of service
have long since been eliminated in virtually every other City department.
In response to the economic difficulties and at the City Manager's direction, OEC has
developed findings and recommendations that will allow the Seal Beach Police
Department to provide core and essential services, as well ensure the safety of the
community and the safety of the officers providing police services.
Seal Beach Police Department
The City of Seal Beach was incorporated in 1915, and its law enforcement services were
provided by the Huntington Beach Marshal's Office. In 1927, Seal Beach hired its first
Marshal and two deputies. The Marshal title was soon changed to Police Chief, and the
history of the Seal Beach Police Department (SBPD) thus begins.
By 1978, the department had become a full service police department with a sworn
officer staffing of 45.. Because of the tight fiscal times experienced in the 80's and 90's
sworn staffing was reduced. During this same period of time the conversion of some jobs
held by sworn personnel were converted to civilians performing those duties, but no
accurate records are readily available that show the number of civilians for these previous
years.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 3 of 32 May 31, 2004
In 1999, the SBPD authorized strength was 37 sworn and approximately 14 civilians
(including 5 FTE part-time police aides) consisting of the following:
Sworn Civilian
Records Supervisor 1
Chief of Police 1 Records Tech 2
Captains 2 CSO 2
Sergeants 7 Animal Control 2
Corporals 6 Secretaries 2
Officers 21 P/T Police Aides 5 FTE
37 14
In 2002, a captain resigned and the authorized strength was reduced by that one captain
position to 36. The civilian compliment remained the same. However, in 2002 a hiring
freeze was imposed by City Council in response to shrinking revenues and uncertainty
about future resources.
In addition to its internal resources, the Department is supplemented by two other
entities. Seal Beach Police Department is part of West -Comm, a Joint Powers Authority
providing dispatch services to Seal Beach, Los Alamitos and Cypress. West -Comm is
located at SBPD, but not under its direct supervision. Westminster Police Department is
currently evaluating joining West -Comm as a JPA member.
The Seal Beach Police Department jail is staffed and managed by Correctional Services,
Inc. (CSI) under a cost and revenue sharing contract with the City. In addition to booking
Seal Beach arrestees, CSI also realized revenue from Los Alamitos Police Department
bookings, a contract with the Federal Board of Prisons, and "self- pays" who have court
ordered jail commitments. The CSI contract is under the direct supervision of SBPD.
Historically, the City's share of these revenues has exceeded its costs.
These two entities have been essential to the delivery of responsive and cost - effective
police services to the Seal Beach community.
In April 2004, the SBPD is operating with 66% (24 sworn officers) of their authorized
sworn strength (36). In addition they are operating with 64% of their authorized civilian
strength (9 of 14). This is a significant issue for the Department. There is insufficient
staffing to reliably provide for the safety of the public and police officers and to maintain
responsible service levels.
Two circumstances combined to create these shortages. First was the decision to
implement a hiring freeze on all vacant position throughout the city. This strategy left the
Department with seven sworn officer vacancies due to employee retirements,
resignations, etc. (The vacancies are: two sergeants, two patrol officers, one motor
officer, one DARE officer and one detective.)
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 4 of 32 May 31, 2004
Second, the Department has experienced an inordinate and unusual series of long -term
leaves during the past 12 months. These long -term leaves (LTL) are mostly related to
medical conditions; added to the vacancies noted above, they have significantly impacted
the Department's ability to properly staff patrol shifts and other essential assignments.
As a stopgap measure, the department has been routinely filling up to thirty 12 -hour
shifts per month on overtime to maintain a staffing level sufficient to ensure public and
officer safety. They have also assigned traffic officers to routine patrol duties, and as a
result, the number of citations and revenue generated by traffic enforcement has been
significantly reduced.
In the Support section, medical leaves coupled with "frozen" vacant positions have
severely limited their ability to maintain an acceptable level of support functions for the
Department. To mitigate this problem, the department has acquired the temporary
services of a half -time payroll technician and has shifted critical functions to personnel
formerly used for parking enforcement. This shift has led to a decrease in parking
enforcement and a significant and corresponding reduction in revenue. In addition,
sworn personnel are now completing some duties previously performed by civilians.
The Police Department has been making the best of a bad situation. They have managed
to maintain response to the most essential services, but at a significant cost to employee
morale, employee welfare and overtime expenditures.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 5 of 32 May 31, 2004
1 "- - Comparative Comparati A" : rs. . ( z
Comparative data from similar communities was gathered and analyzed. Those used for
this comparative analysis included Arroyo Grande, Atascadero, Capitola, Coronado, Los
Alamitos, Monterey and San Carlos. The key findings discussed below are highlighted in
the comparative analysis spreadsheet contained in Appendix A.
❑ OEC does not subscribe to using officers /1,000 population as any real indicator of
adequate staffing. However, since it is often used in the policing literature and by
the media, a comparison was done. At the current authorized strength of thirty -
six sworn, SBPD was a ratio of 1.49/1,000. This is on par with the average of the
comparative cities of 1.54/1,000. With the recommended compliment of thirty
sworn, this ratio drops to 1.24/1,000. This is not of concern for two reasons.
First, Seal Beach, comparatively speaking, enjoys a low crime rate. And second,
the approximately 9,000 residents in Leisure World require minimal levels of
service compared to the general population in the City.
❑ The per citizen cost of $256.64 for police services in Seal Beach is consistent with
the average of the comparative cities.
❑ Seal Beach enjoys a low crime rate, as measured by Part I Crimes per 1,000
populations with a rate of 21.32/1,000. This compares quite favorably with an
average rate of 42.02/1,000 for the comparative cities.
❑ Seal Beach Police Department makes fewer arrests per Part I Crimes than do the
comparative agencies. It is impossible to reach any substantive conclusions about
this rate without detailed information regarding crime in each of the cities. That
having been said, this is an issue that requires some attention.
❑ Using Part I Crime as a measure, the caseload of detectives in Seal Beach is
significantly below that in the comparative agencies. Again, it is impossible to
reach any substantive conclusions here. Every agency has its own approach to
case management. More importantly, Part I offenses, while the most serious, are
just a small part of felony crime.
This comparative data was used to help OEC consultants make judgments about key
issues, and it is referenced throughout this report. It should be noted that comparative
data is just an indicator, and provides no absolute measure.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 6 of 32 May 31, 2004
h .. .:`%- qg ',n- ji.: -ii, ^. i' ',i::N ec ,_.. - 3z , . , Y. %^
OEC has made a series of findings relative to the SBPD. The findings include what was
discovered in the areas of organizational health, organizational practices, Department
workload and jail management.
Organizational Health
1. There is a sense of organizational stagnation.
OEC was struck by the views most of the employees expressed about feeling the
department was stagnant. Most of them attributed this sentiment to the hiring
freeze, lack of promotions, and minimal planning for the future. They indicated
that while "stopgap" changes have been made, they feel like they are just "on
hold ".
2. There is a belief that a "sunset clause" permeates the organization.
Another repeated theme, which came from employees, was the term "sunset
clause" or words to that effect. What they were describing was an environment
where plans that were formulated or decisions that were made would eventually
just wither away and end. Programs and projects that at one time captured the
interest of the Department would eventually just lose steam, and not be fully
implemented or just fade away. Most suggested that the stagnation they feel as
described above, might be largely responsible. As one employee put it, it's hard
to carry through on a new idea when you continually loose the very people that
are charged with implementing it. Community Policing was one example.
3. Seal Beach Police Department provides limited advancement opportunities.
Some employees voiced the concern that staffing decisions have further reduced
advancement opportunities, and they find that very frustrating. There are now
very few opportunities to work anything other than patrol. While this is a reality
in many smaller agencies, it often results in higher turnover rates.
4. Current staffing levels have resulted in excessive workload for
•
civilian employees.
Some, especially the civilians in support roles, voiced serious concerns about the
heavy workload. They indicate that with the hiring freeze and the overall effect
of Long Term Leaves, their workload has become less manageable, and they are
getting behind on their responsibilities. Duties and assignments have been
reshuffled to accommodate vacancies and only the most critical functions are
completed. Additionally, some work previously performed by operational
personnel (mostly sworn positions) has been shifted to support personnel. Some
examples of deficient areas include the property /evidence room, filing of reports,
conversion of reports to optical images, and witness coordination.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 7 of 32 May 31, 2004
Organizational Practices
1. SBPD does not methodically employ any differential response strategies to
handle Calls for Service workload.
Other than West -Comm, prioritization of Calls For Service (CFS) there is very
little management of the response. Essentially almost every call received triggers
an officer's response regardless of the priority. The Department has implemented
no real systematic management of CFS, nor has it identified alternative ways to
handle lower priority calls. At this time, the workload associated with handling
CFS is not excessive. On the other hand, use of workload management
techniques standard in policing can free up officers' time to engage in proactive
activity.
2. The Department does not have a systematic approach to directed patrol
and enforcement efforts.
While the Department does occasionally identify a problem such as traffic or
crime, they do not do so on a continuing and regular basis in an organized and
systematic fashion. There is little or no review and evaluation of efforts, and
personnel are not routinely held accountable to focus on the Department's
priorities. Essentially, patrol officers decide for themselves how they will use
their time when not responding to calls for service.
3. The Department does not use any contemporary case management tools.
Virtually all crime reports are assigned for investigation. The Detective Sergeant
even handles non - police investigations such as "trip and falls" for risk
management purposes. Even cases with zero likelihood of solvability are
assigned to a detective. This results in ill - defined priorities, limited accountability
and a potentially exaggerated picture of the workload in Investigations.
4. The Department has lost its focus on Community Policing.
In 1999, the Department underwent a study by a POST COPPS assessment team
and trained each of its officers in Community Oriented Policing (COP). While
there were some early successes at implementation of the program, much of the
emphasis has been lost over the past two years. The Department philosophy
continues to be highly service oriented, but the Department does not consistently
use a variety of community policing strategies. There is insufficient tracking and
evaluation of community policing efforts.
5. The Department uses an inordinate amount of overtime.
Most of the overtime is cause by the requirement to maintain minimum staffing
levels. Over thirty overtime shifts are required each month according to the
Department. This is a direct result of staffing shortages caused by the
combination of the hiring freeze and the Long Term Leaves (LTL) described
earlier in this report. While officers are generally desirous of overtime, the
Department requirement has exceeded what is healthy for the organization and
employees.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 8 of 32 May 31, 2004
6. The Department has not used a systematic approach to staffing and
alignment of responsibilities.
What was once a clear organization chart and delineation of duties has evolved
into a muddy structure and less clear duty assignments. What is used currently is
disorganized evolution based on the latest personnel crisis, and an attempt to
stopgap solutions. Some sergeants now split their time between a patrol watch
commander one day and managing administrative functions the next. A
community services officer who should be in the field now has to supervise part-
time parking enforcement officers. In summary, the Department has downsized
but not realigned itself to reflect the realities of new staffing levels.
7. There is an inefficient use of resources devoted to animal control activities.
While the Department does an adequate job of providing animal control services,
there are alternatives available that could result in lower costs, higher service and
possibly greater revenues from licensing and fines.
The Department currently has two animal control offices, at a cost of
approximately $140,000, to provide services ten hours a day, five day a week.
There are also operating costs associated with vehicle equipment and training. In
addition, the City contracts with Long Beach for evening and weekend responses
for $14,000 per year.
All animals seized or found in Seal Beach are taken to a shelter run by a local
nonprofit group. The shelter is on City -owned land, and the City provides utilities
at no charge. This present arrangement is ambiguous and may create
unanticipated liability to the City.
8. Seal Beach Police Department receives excellent service from West -Comm.
There were no concerns expressed about the quality of dispatching services. In
addition, West -Comm has the ability to routinely provide useful management
reports upon request. If Westminster Police Department joins the JPA, Seal
Beach should expect to realize some cost savings. On the other hand, the Police
Department needs to ensure it does not experience any decline in service levels or
quality.
9. The Department does not do an adequate job. of gathering, maintaining and
using management information.
Some limited data is collected for the purpose of management review and
evaluation; however, that data is not well organized nor well maintained. There
routinely is inconsistency in workload numbers. Accordingly, it is difficult for
the Department to make any credible recommendations for new policies or
enhanced resources backed by reliable data.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 9 of 32 May 31, 2004
10. Employee evaluations are adequate.
Several samples of employee evaluations were reviewed. While they are fairly
typical of evaluations found in other police departments, there is substantial room
for improvement. The evaluation criterion is too general, and it is not easy to
assess the difference between a "good job" and a "bad job ". In the area of
community policing, for example, there is a performance standard listed on the
face sheet of the form but when reviewing the criteria for evaluation of the
performance standards, there was no definition for the community policing
standard. Once the Department is reorganized, and priorities are redefined, the
Department must implement better evaluation standards to which they can hold
people accountable.
Workload Data
1. Calls for service do not create excessive workload for patrol resources.
SBPD responded to 13,308 calls for service (CFS) in the calendar year 2003.
CFS are defined as citizen - initiated calls, which typically are received and
dispatched through the West -Comm dispatch center. The table below summarizes
the data by day of the week and time of day.
CFS Time of Day X Day of Week
HOUR MON TUE WED THUR FRI SAT SUN iTPTALI
0 , ,: 5. 35 4: . , r : . ' _ a 45_- -'' ,��, 31 = ; .._ 312; � 45 ' ._ 82 "f `�� ' e !: , 7.3 °
1 _ 35 35 30 32 43 56 45 27
;.4 :' ;:_2_. ' _. 2 2 ~ 4 � :,._. ` Z 24 y i _ 27 ` ._._ '30 ' 77
. , ';' .. 46 X
3 20 18 M 13 19 18 26 41 155
16 5
4. : 20' .� 11> '1 = , x. 1 . 23.. 21 123
5 41 31 34 39 41 39 29 254
1:4 7 67: . 57 s :x 61 z .-83 ° �� � 7 , 2 . 71 6 53 4,1 447
7 59 �••• ` 69 �••� �� " 73 �" ,•. 81 89 66 56 56 r"48
l.; ‘7131:7 8 9 ° --' x'88 - : 91 95' • a"96 7 7 767 5 .1::-
9 124 101 109 108 94 76 82 t X694
i 10 - 1 ,a; " ' ;' ., -133w' < , :,. 105 , 132 - s € X 1 11 . 89 828 LL,
11 137 119 128 108 112 119 92 815
12' 7 7 ;129' 121 '' 106 < 119 ' Tor 92 if 55
13 113 132 129 127 107 92 103 71.
4 _ 117 ,. $ 10 l 4 •;129 . 93 I l 5 102 '; ,19):3'., 772
15 133 128 119 118 102 95 86 781
r ' `;16.; := ; ` 122 r : < 111 126, r� 7 111 7'96 - 108 r ,, , X75 ; 749 '
17 123 " 94 107 110 108 100 92 734 °
; ...._ 18 x6114 5: i 'ei' - :102- °$ x108' _.. 1-3'17-7:: .:.._ 132j .,L., y.. 125 , 1 40i ,-
19 90 73 83 104 84 80 63 577
'7,,,1-'-'67,1 68 F • 77 :.. 8, ;7:7,1 w.< 80 91 73 51
21 77 75 57 76 98 93 74 550 777
22 L.: x 72: 60 x;60 ± . :; .89:• ;�_ Ti' ' . 126 x, .._ ' V, 7 � ` :x:62 ' y 5t4 . • 23 52 46 53 63 85 107 46 In 452
tom- � z� � �, x � � �� s�z �" �+` � � � � rn � �cs�. -
. TOTAL 1989 ? ,1 -861 „ 1922 x f . _ 1969 , , a :1 997 5 165 13308
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 10 of 32 May 31, 2004
This data indicates that, with the exception of Sunday being light, SBPD does not
experience any real peak workload days as far as calls for service are concerned.
The data also indicates peak CFS hours are between 1000 hours (10:00 a.m.) and
1800 hours (6:00 p.m.). Conventional wisdom about beach communities is that
peak CFS would occur on the weekends and in the evenings as a result of
restaurant and related activity. This is clearly not the case in Seal Beach. There
are also no real significant workload differences by time of year.
Data provided by West -Comm indicate there has been a steady increase in CFS
over the last six years from 10,657 in 1998 to 13,308 in 2003, a 25% increase.
The annual increase in CFS from 2002 to 2003 was 3.5 %. A report from West -
Comm detailing this information appears in Appendix B. Responding to CFS in
2003 used 40% of available patrol officer time and was the biggest encumbrance.
2. Seal Beach Patrol Officers self - initiated a significant number of activities.
Seal Beach police officers self - initiated 14,778 activities, commonly referred to as
Officer Initiated Activities (OIA). OIA typically include traffic stops, suspicious
subject stops, hails by citizen, surveillance of suspicious activity, bar checks,
premise checks, arrests, citations, citizen contacts etc. OIAs are the second
largest consumer of a patrol officer's time, representing 37% of available time.
The 14,778 OIA in 2003 are 8.7% more than in 1998; however, they are 19.7%
below the peak number of 18,407 in 2001. This can probably be attributed to two
major factors. First, as CFS go up, available time for OIA goes down. Second,
with the hiring freezes and number of long -term leaves (LTL) experienced by the
Department, there are fewer patrol officers on the street to initiate activity.
Specific data about patrol officer availability each year was not available to do a
definitive productivity assessment. Appendix B also summarizes six years of
OIA information.
As mentioned earlier in this report, the SBPD does little in the way of directing
the use of an officer's unencumbered time. Officers on their own typically fill
that unencumbered time with self - directed OIA, and the officers are working
when not handling CFS. While that activity is generally an appropriate use of an
officer's time, it might not necessarily be addressing the most important priorities.
3. Comparatively speaking, Seal Beach Police Department is productive in the
number of traffic citations it writes.
The Department issued 4357 citations and the comparative city average was 4117.
Seal Beach Police Department is higher than the average. Part of a police
department's responsibility is traffic enforcement, and the number of traffic
citations serves as one measure of a department's productivity. Typical
experience indicates that when traffic enforcement is lax, the accident rate will go
up. When enforcement is strong, the accident rate will go down. Using the
comparative city data, SBPD is below average in the number of traffic collisions
for both injury and non - injury collisions.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 11 of 32 May 31, 2004
It should be noted that during the past several months, the motor officers have
often been reassigned to patrol shifts, and have not been as productive in 2004 as
compared to 2003. Accordingly, this will impact the number of citations and the
associated revenue.
4. Detective casework in Seal Beach Police Department is not excessive.
Another measure of a department's workload and productivity is detective
caseload data and clearances. It is important to note that during the calendar year
2003 the Detective unit was staffed with one sergeant and three detectives, while
their authorized strength was one sergeant and four detectives. As of April 2004,
one of the detectives left on a Long Term Leave, and the unit is now operating
with a total of three personnel.
In 2003, the Detective unit handled 1,164 cases, which includes 515 Part I
offenses, and other criminal and civil cases investigated by the unit. The table
below shows the distribution of cases assigned and closure information.
2003 Caseload Totals
Assigned 1164
Monthly 24
Average /Detective
Average/ Detective 291
Closed - Arrest* 131 (11.2 %)
Closed - Exception ** 262 (22.5 %)
Closed- Inactive 461 (39.6 %)
'Closed- Arrest includes cases closed by arrest,
complaint, petition, and juvenile council and release
"Closed- Exception includes cases closed when suspect
is identified but no arrest or prosecution is possible
This caseload does not appear to be excessive, but there are no reliable industry
standards. Much depends on the severity of the cases, and solvability factors.
Often budget issues drive the number of detectives.
Consistent and reliable data from the study's comparative cities for total cases
assigned to detectives was not available. The offenses making up the FBI Part I
Crimes generally consist of the most serious crimes and are almost always
assigned for investigation. The average of the comparative cities was 822 Part I
Offenses, and that for Seal Beach was 515. The comparative cities averaged 148
Part I Crimes per detective, while Seal Beach averaged 129. (Note: Capitola PD
averaged 580 Part I Crimes per detective, and was not calculated in the afore-
mentioned comparison because it unreasonably skewed the data.) As indicated,
Seal Beach detectives handle fewer Part I Crimes than the comparative cities.
It is also interesting to note that at Seal Beach Police Department only 11.2% of
cases were closed by a combination of arrest, juvenile petition, or juvenile counsel
and release.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 12 of 32 May 31, 2004
5. There is no consistent commitment of resources and attention to parking
enforcement in Seal Beach.
Parking enforcement is another responsibility of most police agencies. While
officers can and do issue occasional parking citations, they are typically limited to
hazardous or blatant violations.
As in Seal Beach, in order to provide a consistent and well- managed parking
enforcement program, cities often employ dedicated parking enforcement officers
(PEO) who are usually civilians. There is typically a direct correlation between
the number of PEO and the number of citations issued. It is also interesting to
note that cities who have a well- staffed parking enforcement unit usually generate
a significant amount of revenue from the parking fines, and more than pay for the
parking enforcement program costs.
At one time SBPD had 1 CSO and 10 part-time police aides dedicated to parking
enforcement. When those positions were at or near full staffing in 2002, and
solely dedicated to parking enforcement, they produced 18,744 citations.
As of the date of this report, the Department employs only 5 part time PEO and a
CSO who is not able to focus full time on the parking enforcement operation. In
2003, the Department issued 17,491 citations and revenue was down accordingly.
Part of the drop in productivity is tied to reduced PEO staffing. And, part of this
drop in productivity is tied to PEOs being pulled off their primary duties to assist
in support functions where staffing has been reduced.
6. Due mostly to staffing shortages, SBPD uses an excessive amount of
overtime.
One indicator of proper staffing is the use of overtime, especially that overtime
which is required to backfili vacancies of all types (hiring freeze, resignations,
retirements, vacations, Long Term Leaves, etc). SBPD presently requires that
four officers, including the supervisor, be on patrol duty at all times (24/7). In the
police business, this is commonly referred to as "minimum staffing ". It is
appropriate and prudent for the protection of the community and for officer safety
that a minimum staffing policy be set and adhered to.
Other overtime for special events and special police problems is typically
manageable, and can be better controlled. Overtime required to meet minimum
staffing is not as easily controllable. The more fully staffed the Department, the
less likely overtime will be used. In contrast, when actual staffing is at or very
near what is required to meet minimum staffing, overtime will significantly
increase.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 13 of 32 May 31, 2004
The SBPD is now experiencing an extremely high and excessive use of overtime
just to meet minimum staffing. The combined effect of the hiring freeze and the
relatively high number of officers out on LTL has greatly exacerbated the
problem. As mentioned earlier in this report, excessive overtime is not healthy
for the Department members and the community. While some overtime will
always be required to meet minimum staffing, it should be the exception as
opposed to the rule.
Overtime usage is also associated with special scheduled events in the City. This
overtime can be planned and budgeted for based on past usage. Because these
events are outside the control of the Police Department and therefore related
overtime usage is outside the control of the Department, these hours should be
budgeted and tracked separately.
7. Support functions are understaffed and overworked.
Such functions include records, court liaison, clerical functions, administrative
analysis, front counter, property and evidence storage, administrative reports, data
collection and analysis, training records, and so on. The actual authorized staffing
for the civilian positions that perform these probably was adequate when the
department was fully staffed. However, due to the hiring freeze, and the LTL, the
support function has suffered. Not only are they operating with 33% fewer people
dedicated to support functions (excluding parking enforcement and animal
control) they are also receiving less help from the operational units and more
demands on their time.
These support functions are critical to the long -term success of any police
organization, and staffing must be adequate to address the core and essential
functions. A significant amount of the functions performed by these support
personnel are either legally required or absolutely necessary for the proper
functioning of a police organization. Without adequate support, operational
productivity and quality decline.
Jail Management
1. The contractual relationship between the City of Seal Beach and
Correctional Systems, Inc. (CSI) is unique.
Established in 1994, the contract is based on a cost and revenue sharing
agreement. Once the City provides the basic physical infrastructure of the jail, all
costs and revenues are then shared equally between the two partners. This
arrangement is very different than CSI's contracts with other cities in California.
Those contracts either call for a fixed contract amount paid to CSI to run the jail,
or the city will purchase custody personnel from CSI at an agreed upon per diem
rate.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 14 of 32 May 31, 2004
2. A number of informal agreements have been in place for some time that
redefine what are accepted costs that can be charged against the contract.
The 1994 contract, and the subsequent two addendums, clearly states what are
acceptable charges to be levied against the contract. Both the Police Department
and CSI agree that current practices associated with cost accounting are
inconsistent with the contract. These practices evolved over the years and allow
CSI to charge costs that were not envisioned in the original contract. In addition,
the City has fully paid for specific facility expenses that perhaps should have
been, according to the contract, shared expenses with CSI. Neither the Police
Department nor CSI could provide any contract amendments or memos
articulating these agreements.
3. Revenues associated with the jail have declined steadily over the last
several years.
Revenues are received from three principal sources: booking fees charged to
other police departments, a contract with the federal Bureau of Prisons to house
prisoners, and self - paying prisoners who are serving court mandated jail time and
elect to stay at Seal Beach for a daily fee. Some revenue was lost when the
Garden Grove Police Department stopped booking prisoners at Seal Beach and
began their own jail operation, under contract with CSI. Other revenues were lost
because CSI, by its own admission, did not regularly market jail services.
Once costs are paid under the contract, all revenue that exceeds cost is divided
equally between the City and CSI. Since CSI operates on a calendar year and the
City operates on a July 1 fiscal year, it is hard to reconcile the numbers.
According to the City, their "profit" went from $79,000 in FY 00 /01 to $64,000 in
FY 01/02 to a loss of $2,900 in FY 02/03. According to CSI's records, the City
realized a "profits" of $150,000 in calendar year 2000, $68,000 in 2001, $34,000
in 2002, and $12,000 in 2003.
4. The time required by Police Department employees to oversee the jail and
monitor the contract with CSI are not charged as costs against the
contract.
One of the informal agreements that have evolved is that CSI has charged some
administrative expenses against the contract; specifically some percentage of time
of the their contract manager and their accounting personnel. While there is every
indication that this practice was informally agreed to by the Police Department, it
is in direct conflict with the contract language that limits personnel charges for
"operator's (CSI) staff at the detention facility only." There was no informal
agreement that would allow the Police Department to charge a fair share of its
personnel time to the contract; specifically a percentage of the Captain's time, a
percentage of a Sergeant's time, and a percentage of a records clerk's time to
handle paperwork.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 15 of 32 May 31, 2004
Service Leiiels
A specific component of the study was to identify the core and essential police services
that must be provided. Services can be delivered at multiple levels. For example, traffic
enforcement is a service, and could be delivered strictly by patrol officers as a part of
their routine duties. It could also be delivered by patrol officers assigned specifically to
traffic enforcement (on motorcycles), or it could be delivered by a special traffic unit
with a number of officers assigned to this specialized unit. Each of these levels provides
a higher level of service and typically requires additional staffing.
Detailed below is a typology of service levels that can be applied to the Seal Beach Police
Department. They are defined as core, essential and enhanced services. At a minimum,
Seal Beach PD should be providing core and essential services.
Core Services
These services are provided in response to life threatening situations and those that
directly effect on the safety and health of the residents
❑ Serious crime
❑ Injury traffic collisions
❑ Issues of potential immediate impact to public safety
❑ Officer safety
❑ Activities required by law
❑ Infrastructure and support services to maintain the basic levels
❑ Investigation of serious crimes and serious traffic accidents where criminal
conduct involved
❑ Adequate resources for a critical incident reponse
Essential Services
These are services that provide for the general need or demand within the community,
and which typically benefit the entire community:
❑ Response to CFS Priority 1 & 2 and some Priority 3
❑ Investigating crime
❑ Investigating serious traffic collisions
❑ Basic crime prevention and educational activities aimed at serious crime
❑ Crime suppression and deterrence activities
❑ Control and order maintenance activities such as crowd and traffic control at
large events
❑ Other services that if discontinued could result in significant community
dissatisfaction
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 16 of 32 May 31, 2004
Enhanced Services
These services target specific needs, or specific populations within the community, or
address and target problems and issues that do not necessarily rise to the level of core or
essential services. They may enhance the quality of life, but not be tied to crime, hazards
or specific threats:
❑ SRO /DARE
❑ Volunteer programs
❑ Enhanced crime prevention and educational programs
❑ Routine walking beats
❑ Storefront
❑ Enhanced level of Community Policing Activities such as:
✓ Neighborhood Watch
✓ Community councils
✓ Most animal control responses that are not life threatening
✓ Building community partnerships
✓ Addressing quality -of -life issues
✓ Parking enforcement of non - hazardous violations
Core and essential services for the SBPD consist of patrol, traffic and investigations. This
is a no- frills approach, but will provide response to calls for service, enforcement of
traffic violations, and investigations. To match this core and essential service there must
be sufficient civilian staffing to provide for record keeping, dispatch and other
administrative support functions.
Parking enforcement is one enhanced service that the SBPD should continue to provide.
Police officers as a normal part of routine patrol and enforcement duties generally
perform parking enforcement, at the core and essential level. However this level of
service only addresses those parking violations that rise to the level of presenting a
hazard to safety or a blatant disregard for the law, such as parking in the middle of the
street or blocking a driveway.
In contrast, the City is desirous of an enhanced level of parking enforcement. Adequate
staffing for this service would provide for enforcement of time zones, red curbs, sweeper
patrol, and paid parking at the beach lot. The revenue generated should offset the
additional costs of the enhanced level.
The Department currently provides animal control services and employs two animal
control officers. This is not only an enhanced level of service, but costly. Animal control
services are essential, but it is not essential that they be provided by the Police
Department. Other service approaches are available that could result in more efficiencies
and enhanced revenue.
City of Seal Beach Organizational Effectiveness Consulting
• Police Services Study Page 17 of 32 May 31, 2004
i'4 = �.., Recommendation;
This section will outline the recommendations associated with findings discussed earlier
in this report. Implementation of these recommendations should ensure the delivery of .
core and essential services, address the fiscal realities the City is facing, establish
sufficient supervision and associated accountability and provide a strong organizational
foundation to build upon for enhanced service levels in the future.
Patrol
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.
Appendix C provides a sample schedule for this staffing level.
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.
The recommended staffing in patrol will ensure they Department can meet this
standard with reduced use of overtime.
3. Reinvigorate Community Oriented Policing.
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.
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.
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 higher priority duties
including directed patrol and community policing.
City of Seal Beach • Organizational Effectiveness Consulting
Police Services Study Page 18 of 32 May 31, 2004
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.
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.
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.
Investigations
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.
2. Implement a case management system.
Basic case management strategies must be employed. Solvability factors,
community impact, and seriousness of offence 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.
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.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 19 of 32 May 31; 2004
Parking Enforcement
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 lot near the pier.
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.
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.
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.
Traffic Enforcement
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.
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.
3. Provide traffic officers with directed traffic patrol assignments based on
collision frequency, and traffic pattern data.
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.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 20 of 32 May 31, 2004
Reserves
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.
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.
Organization Structure
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.
2. Fill the vacant secretary position.
One secretary will continue to be assigned to the Chiefs 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.
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.
Jail Management
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 presenting in effect. CSI needs to open its related financial records to
the City to build a basis of a shared understanding.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 21 of 32 May 31, 2004
2. Negotiations of a new contract, to take affect 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
Department, Finance Department and City Attorney's office.
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.
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 the 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.
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 should continue in its relationship with CSI. However, it would be prudent
for the City to explore alternatives.
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.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 22 of 32 May 31, 2004
Another longer -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.
Animal Control
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 -fours a day. This will provide continuity and consistency of coverage
and should result in a cost savings to Seal Beach.
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.
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
revenues.
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.
City of Seal Beach Organizational Effectiveness, Consulting
Police Services Study Page 23 of 32 May 31, 2004
Management Practices
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 area 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.
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.
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 should be held
accountable.
4. Develop and require daily logs to be completed by patrol officers (including
traffic, and CSO).
The log should identify work that contributes to the departments priorities such as
time spent on walking beats, bar checks, surveillances 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. The time - tested axiom: "if you count
it, it will get done" applies. Officers should not duplicate information that is
available on CAD /RMS.
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 scheduling practices, assuming sufficient staffing, will
minimize the use of overtime. To that end, we make the following
recommendations:
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 24 of 32 May 31, 2004
❑ 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.
❑ Insure that the schedule allows for as much buffer against short term
vacancies (sick days, holidays, vacations) as possible, while meeting
minimum patrol staffing requirements.
❑ Avoid scheduling at "minimum staffing" whenever possible. This may
require adjusting schedules to accommodate vacation requests etc.
❑ When sufficient staffing is available, make transfers between shifts or
within shifts when a long -term leave creates a requirements for overtime
or results in a shift at "minimum staffing ".
❑ 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.
❑ 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.
❑ 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.
❑ 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.
❑ 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.
❑ 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
camera at front entrance that is monitored by dispatch when the intercom
is activated.
❑ 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.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 25 of 32 May 31, 2004
Staffing Plan
To ensure delivery of core and essential services, and specific enhanced services, staffing
detailed in the chart below is recommended. The recommended staffing results in six
fewer sworn personnel than the approved budget in 2003, but two more than the present
number authorized with the hiring freeze in place. There is a net increase of one civilian
position as a result of adding three but deleting the two animal control officers based
upon the recommendation to contract out this service.
PR_OPOSED72004!' g POSITION; ; „ ., ,, AUTHORfZED;2003
Sworn Civilian Sworn Civilian
1 Chief 1
1 Chief Secretary 1
Operations
1 Captain 1
Sergeant - Admin. 2
1 Corporal - Admin.
Officer -Drug Ed. 1
Patrol
4 Sergeant 4
4 Corporal- Patrol 5
Corporal- Traffic 1
13 Officer- Patrol 14
2 Officer - Traffic 2
2 CSO
Detectives
1 Sergeant 1
3 Officer 4
Support
1 Manager
1 Secretary - Shared 1
1 Records Supervisor 1
2 Records Clerk 2
1 CSO -Court
1 CSO- Prop. /Evid. 1
Parking
1 CSO 1
4 Police Aids (FTE) 5*
Contracts
West -Comm
Animal Control 2
'/-; 30 ;.. :YS <:F .. ::TOTALS: ;_. , a :'; 36:_; :;<;:.,1,4..:i'g` ..
* These positions are authorized as temporary part-time, and OEC is not recommending that be
changed. In 2003, 9 of these part-time positions were slotted for parking enforcement, and one
was slotted to work in Records.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 26 of 32 May 31, 2004
Proposed SBPD Organizational Chart
This organization chart has several specific advantages. First, it aligns sworn personnel with
sworn management and civilian personnel with civilian management. Second, it significantly
reduces sworn personnel performing tasks that do not require peace officer status or
experience. Third, it provides adequate managerial resources to oversee complex and high
liability functions. And finally, it provides adequate resources to manage key partnership
relations with West -Comm, CSI in the jail, and the proposed animal control contract.
` Seal Beach
Chief of Police
- 1
i. .. _
C hi e fs
'. Secretary ."
1 :
i , i,:: , . ,
Operations Shared - Support
Captain .. S ecretary Manager
r ,. Operations , Corporal " Records ":: ' ,
,
Patrol. r Court &- Adrnin
/... ,
Shift A &; Shift B & ,
Traffic; Officers Cover Shift ,
Property, &
1 : , Evidence
Field CSO N
Parking Enforcement
_...[
'Detectives
>; ' West - Comm:
JPA
1
4 -`Animal Control
Contract',
- "`Jail,, CSI .,
—[
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 27 of 32 May 31, 2004
•
=.� FiscalIm II cat�onsv.::. :'
Implementation of the recommendations contained in this report will have benefits and
•
costs. Some of the costs and some of the benefits can be specifically quantified, while
others can be anticipated but not predicted at a specific level. The fiscal implications are
as follows:
❑ When fully staffed with one CSO and four FTE equivalent parking enforcement
officers, revenues from parking citation are predicted to return the 2002 level of
approximately $607,000.
❑ When fully staffed and the long -term leave problem has been resolved, there
should be a reduction in the use of overtime.
❑ When fully staffed, the two traffic officers should be focused on their primary
responsibility, and associated revenues should increase.
❑ When a new contract for jail services with CSI is executed that has proper cost
charging and incentives for the vendor to maximize revenue, the City should
expect to again realize in the'neighborhood of $75,000 "profit ".
❑ A contract with Long Beach for animal control services would reduce personnel
and operating expenses by about $175,000. Conversely, the contract service may
cost the City an estimated $125,000 based on an analysis of the contract between
Long Beach. and Los Alamitos. There should be net savings of approximately •
$50,000 plus a sharing of any revenues in excess of the contract costs.
❑ The proposed staffing plan, detailed on page 26, results in a savings of $225,425
compared to authorized positions in the 2003/2004 budget.
Based upon the increased revenues and decreased costs outlined above, it is anticipated
that the City will realize between $400,000 and $500,000 of benefits from the
implementation of the recommendations in this report.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 28 of 32 May 31, 2004
•
pro. ,-
` ,. jam = ,•� 'y� ,jg,� �!.',�'.'< ';." /�'
p¢ T rans� t�o n;;.lssues.
i' / .liv'.<. a ?( <. , c''�r. 'ai..c,,.... i.., :: a, - .:&s,- a .n.. !, ".w. .y /, - .c. .. ,...<. 'h, ch'•' .1.,/ro :,..... 'li: •F.!' ... ;if $v
If the City accepts the recommendations in this study, the Department will still have a
lengthy transition period. The Department and the City should expect this transition will
take at least a year of significant effort and adaptation. Long Term Leave (LTL)
situations will have to be resolved before staffing and associated productivity reach
expected levels. New positions will have to be filled. Recommended contracts will have
to be negotiated and put in place. Any new managerial infrastructure, such as reporting
and accountability systems, will have to be developed. Accordingly, OEC has a number
of recommendations related to this transition period.
First, in addition to the proposed staffing in this study, we also recommend the City fund
two "over- hire" police officer positions. While funded, these positions would not be
filled without specific approval of the City Manager.
It is important to note that the recruitment and selection process in itself takes months to
accomplish. If a lateral officer is selected, the officer must still undergo several months
of field training. If an entry level officer is selected, the officer must first be sent to a six -
month police academy, and then undergo a five to six 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.
When a retirement is pending or when a LTL is anticipated to result in a medical
retirement in six months to a year, an over -hire position could be filled to minimize the
vacancy time. This would help maintain staffing and productivity, contain overtime costs,
and minimize extended impact on the organization.
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.
While overtime may be marginally cheaper than hiring a full -time employee, significant
and long -term overtime use creates debilitating effects on the Department.
Second, once the CSOs for patrol are hired, it may be prudent to temporarily assign one
to investigations. One detective is presently on LTL. A CSO can serve as investigative
assistant to the detectives and coordinate the volunteers and seniors crime prevention
activities. When the third detective slot is filed, the CSO can then move to patrol.
Third, as this report was being drafted, OEC received information from the City that
emergency services coordination is not being performed and that their plan is outdated.
While OEC has not thoroughly examined this issue we offer the following.
Emergency preparedness is important in any community, and with Boeing and the Naval
Weapons Center in the City of Seal Beach, it must be a high priority. Most cities assign
the responsibility for emergency preparedness to an Emergency Services Coordinator.
This coordinator typically is an employee of the fire department or in some cases the
police department.
•
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 29 of 32 May 31, 2004
Since the City contracts with the County for fire service, it may not be possible for Fire to
act as this coordinator. The City should first determine if this is possible. If not, then the
responsibility should likely fall on the Police Department, but not without adequate
funding and support from the City as a whole.
The Police Department does not have adequate personnel under the proposed staffing
plan to take on the full responsibility of this assignment. It is estimated that at least 40%
of a person's time would be required to update the City's emergency plan, train
employees (throughout the city) and coordinate this function. Writing emergency plans,
coordinating the emergency preparedness program, and training employees requires a
level of expertise that does not currently exist in the Police Department.
With that in mind, it is recommended that the general responsibility of emergency
preparedness coordination be assigned to the proposed Operations Administrative
Corporal. After some initial training, this corporal would serve as the coordinator for the
program. The coordinator would make an initial assessment of needs including the work
required to bring the outdated plan up to date and of the time required for training of
personnel citywide. The coordinator could then identify organizations (or specialists in
the field) that could rewrite the plan and provide the training. Funding may be available
through government grants (i.e., Homeland Security, Office of Emergency Services,
DOJ, etc.).
It would not be prudent to assign full responsibility for writing the plan and for providing
the training to this corporal, as this proposed position has other high priority police
duties. Consequently the City must find the funding, if necessary, to retain such services
from some organization or a consultant that specializes in the field. Emergency
preparedness is not just the responsibility of the Police or Fire Department, it is the
responsibility of the entire City organization, and all City departments must carry their
load.
The City must also recognize that it may take many months before the Police Department
is sufficiently staffed (because of vacancies and LTLs) to begin the emergency
preparedness coordination. As an alternative, the City might consider hiring a temporary
employee (such as a retired police officer), or a private organization to fulfill this duty.
Fourth, as the Department fills the vacant and recommended additional civilian positions,
the City may wish to consider creating a single employee class with four to five levels.
All civilian employees could fit within this class. It would create potential career
advancement opportunities, as well as facilitate the flexible use of resources.
Finally, the Department needs to develop a transition implementation plan. This plan
should propose realistic steps and timelines for addressing current issues and moving the
Department in the desired direction. This plan and its implementation will address
concerns about departmental stagnation, as well as ensure the provision of core and
essential police services to the community.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 30 of 32 May 31, 2004
�, .. -hb
rig:U
.i - - r Y rY r ¢::
We've all accepted that there are benefits to preventative healthcare. People are
encouraged to visit their physician periodically for a check up — an independent
evaluation using a number of accepted measures of health. Organizations should also
take this approach to health. There should be an independent periodic assessment of well
being using some commonly accepted measures of organizational performance. The sole
purpose of these periodic assessments is to look for early signs of problem that, if caught,
can easily and painlessly be fixed.
Like people, organizations sometimes wait too long. When a sign of a problem can no
longer be ignored, it is time for an independent review. This was the case with the Seal
Beach Police Department. The problems it is experiencing were exacerbated by the
City's fiscal circumstances. The Police Department is not ill; but it is, like many people,
out of shape. It needs to renew commitments to healthy organizational practices like
priority setting, accountability, efficiency and community service. It needs to adjust
performance levels to the fiscal realities over which it has no control. And it needs to
position itself so that when additional resources become available, it is healthy enough to
take advantage of the situation and produce the maximum benefits for the community.
The Seal Beach Police Department should be held accountable for its organizational
performance. To that end, the City should use the following indicators of success to
evaluate performance:
❑ Community satisfaction as indicated by responses to the Department's survey
cards
❑ Timely response to Priority 1 calls, using a standard recommended by the
Chief of Police and endorsed by City Council
❑ Level of crime in Seal Beach, compared to crime in surrounding communities
❑ Officer initiated activity (OIA) level at least equal to calls for service (CFS)
❑ Traffic safety, using traffic accident rates at key locations
❑ Number of community policing activities initiated by the Department
❑ Revenues from the jail contract and parking enforcement
❑ Number of citizen complaints about Department employees or service
❑ Amount of overtime usage for "controllable" purposes
❑ Clearance rate of cases
A purposeful use of these and other indicators will provide the Police Department with
focus and priorities. The City Manager and Police Chief should, no less than quarterly,
formally review the Department's performance and, when appropriate, develop strategies
for improvement.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 31 of 32 May 31, 2004
The City also has an obligation to fulfill its responsibilities. The staffing and
organization recommended has no frills and contains no fluff. Freezing positions, delays
in filling vacant positions or lack of support in dealing with long -term leaves will
immediately impact the Department's ability to provide core and essential police services
to the community. Accordingly, the City must do everything it can to get the Police
Department healthy and keep it healthy.
The Seal Beach Police Department provides good police service. It can, like any
organization, do better. Implementing the recommendations contained in this study will
get it started down the path of improvement. There will be a transition period during
which everyone involved will have to demonstrate patience, flexibility and unwavering
commitment to agreed -upon goals and priorities. There is no reason why the Seal Beach
Police cannot implement the changes recommended and achieve the objectives outlined.
City of Seal Beach Organizational Effectiveness Consulting
Police Services Study Page 32 of 32 May 31, 2004
•
•
•
•
• Appendix A — Comparative Data
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City of Seal Beach Appendix A
• Police Services Study Page 1 of 2 May 31, 2004
•
•
•
•
•
•
• Appendix A - Comparative Data (cont.)
•
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City of Seal Beach Appendix A
• Police Services Study Page 2 of 2 May 31, 2004
•
•
•
•
•
•
0 Appendix B - West-Comm Activity Report 2003
•
•
•
• Seal Beach Activity Levels
•
• -
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January, 1 , - 1,013 994 1,058 909 911 802
::::
• February- ' t; 1 - 943 973 905 832 797 738 I 4 41 1' ;* 7 '.
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March '-' ,Vr ‘-' -
1 093 1 084 956 908 831
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'..',"'
• May --$, - ..-.'_,..`4
--■_ .., 1,169 1,152 1,095 1,018 894 .:,,z
June -,"■;-„,,--,-,' 1,162 1203 1,169 1,074 985 967;
• J uly _•.'-,',V,' 1,361 1,218 1,198 1,130 1,174 1,067
4 '''' August ,"
• Aug .,-.--. ' t,:-(4
.4,. 7, 1,259 1,227 1,156 1,087 1,074 970
September ' ,` 1,138 1,146 1,191 985 902 879
• October . 1,118 970 1,156 923 924
884 ki:Wwit
•
November - ,,,, -"'
,-- -.7-‘' - ir,` 922 947 1,022 875 829 877
December 4,-, .1', , 1,074 983 979 919 897 845
• :, , - ''',, , , , Y , - . .;k1.',.
• Annual Total: 13,308 12,858 12,847 11,604 11,079 10,657
• ,-.4t,,,:.1 „_ ; , , _L:;4 fe l'',.1;: :.,,,,,...? f,;...„"a', .4; - 7,-fe., 4 1. ;:i ' ..:4'..7 "''' '' ';.' ....1 .A . . ,
• ''''^ 1 -. N'' '' '''''i'"4. % 41 z Yob s
, "1.M..;:k1P '' ."-e .
:,-.; . ._-: z-i-,, -;,,.:-,',: --i..o.,-7 ,.. it sz,472602 ). ` 44666 -, ..,'.4"...49498 ,:- ..1,
• - ' I' 7:5---,---.
- - ;.----,. . i.
,-. ,.- ,-, ,,,...., "i'-I
-'41.
January A ..g.ri., 1,109 1,609 1,386 1,384 1,439 908
February
• ... .,- ,,,
,,,-,..-, , ',,A.- , - 1,089 1543 1,352 1,311 1,233 tk"4-41 4 fp,
693 U
• - 3 ‘.- - ,. ,:'
• March - - - 4 1,285 1,710 1692 1222 1,274 911
1 , <,, ,, .•
April, 1 , , :..--6 1,355 1,604 1,446 1,299 1,402 936
• M -,- - , ),:.4"
ay ._ - , - , - .`,„,,--f• 1255 1673 1825 1 956
,513 1253 t '41•94 ,,\,,
_ .f., •• .. A
• June - ,,' . .„
1,390 1,568 1 851 1,481 1,369 1,033
w. A ,
July c7' ' -, - .- , 1,635 1465 1,818 1635 1,637 1292 0,e f pizr 4
• • ' -, August ,
ilgust , -= ..:' --1 ''''ti..- 1,196 1241 1,665 1,484 1,542 1206
,
September 1 238 1376 1266 1378 1397 . .4k-
1.,,,, . 1• .1. .. a
• ,T .:): ,
October ' -,A.,..!, ,
1225 ,
1,436
1,500 ,
1,422 ,
1,628 1151 r
1,519
• N ovember ....,
oveMber l''' 1,055 1,079 1,420 1 420 1239 1 494
, t-t,!";
DeCernber',." ' 946 1,045 1,186 1,240 1,335 1491
•
• Annual Total: 14,778 17,349 18,407 16,789 16,748 13,590
• .
•
•
•
•
•
•
• City of Seal Beach
Appendix B
Police Service Study Page 1 of 1
May 2004
•
•
•
•
•
•
• Appendix C — Patrol Staffing Schedule
•
•
• Sample Schedule
•
• I Mon I Tue I Wed , I Thur I Fri "I Sat I Sun
• D 0600 -1800 (3/12) .. 4 4 4 3 4 4 4
• T 0600 -1600 (4110) 1• 1 1 2 -' Al 1 1
•
• C 1600 -0200 (4110) 2 1 .1 2 2 2 2
• N 1800 -0600 (3/12) ' .. 4 : 4 3 4 4 4
•
•
• Staffing Levels
• Mon : Tue 1 Wed 1 Thur 1 Fri 1 Sat Sun
• 0600 -1600 5 5 5 5 5 5 5
•
• 1600 -0200 6 5 5 5 '6 6 6
• 0200 -0600 4 4 4 :3f A , }F ' '4 4 4
•
•
• Minimum Staffing Requirement
• 0200 -0600 3
• 0600 -0200 4
•
•
• Assignment of Patrol Personnel
•
• pays 2 Sgt 2 Cprl 5 Ofr 9 total
• Nights 2 Sgt. 2 Cprl 5 Ofr "9 total
• Cover 3 Ofcr 3 total
•
• Traffic 2 Ofcr ' 2 total
• 23 total
•
•
• City of Seal Beach Appendix C
• Police Services Study Page 1 of 1 May 31, 2004
•
•