Resolution No. 2012-070 (3)RECEIVED
JAN 17 2013
CITY CLERKS OFFICE
c /ate113
RECEIVE®
JAN 17 2013
CITY ADMINISTRATION
M P111E
COMMUNITY SERVICES & WATER DEPARTMENT
DATE: January 8, 2013
STAFF REPORT
TO: Honorable Mayor and City Council
FROM: Samuel Kevin Wilson Director of Community Services & Water
RE: Police Department Staffing Study
Recommendation
It is recommended that the City Council receive and file the attached City of Vernon Police
Department Staffing Analysis Report conducted by Matrix Consulting Group.
Backaround
Pursuant to one of the reform recommendations in Mr. Van de Kamp's July 29, 2011 Independent
Reform Monitor Report, in May of 2012 the City Council approved the execution of a contract with Matrix
Consulting Group to perform an independent analysis of the City of Vernon's Police Departments staffing
needs. The report attached herewith provides an assessment of the efficiency and effectiveness of the Police
Department operations, identifying the strengths and improvement opportunities related to delivery of service,
organization and staffing of the Department.
The initial stage of the work consisted of Matrix Consulting Group obtaining and analyzing crime statistics,
response time workloads, costs and other data from the Police Department internal records. In addition, Matrix
Consulting Group conducted interviews with Police Department personnel, stakeholders in the community and
City Administrative staff to obtain an understanding of any issues or concerns regarding the level of service
being provided. A steering committee consisting of a Member of the City Council/Public, the Police Chief,
Police Captain, Police Lieutenant and Police Union representatives, the Chamber of Commerce General
Manager, Interim City Clerk and myself was formed. This committee met several times with the consultant to
review the draft reports and provide guidance to the consultant.
After several months of work, the consultant has produced a final report a copy of which is provided
herewith. In brief, Matrix Consulting Group concludes that the City's patrol section is currently staffed
appropriately; however, the Department needs to develop a plan for a higher utilization of the police officers
proactive time. Additionally, they have found that the City can reduce one individual from the Detective ranks,
determined that two additional dispatchers should be hired and the command structure should be simplified.
Finally, they concluded that due to the amount of proactive policing time available the City could consider
providing police service to a neighboring community. This will allow for a better utilization of Vernon staff and
provide a cost savings to the neighboring community while reducing Police Department's operational cost to the
City.
Matrix Consulting Group is scheduled to make a presentation of its finding and conclusions outlined in
the report at the January 22, 2013 City Council meeting. They will be available to answer any questions you
may have regarding the report at that time.
COMMUNITY SERVICES & WATER DEPARTMENT
OFFICE MEMORANDUM
TO: Mark C. Whitworth, City Administrator
4�
FROM: Samuel Kevin Wilson, Director of Community Services & Water
DATE: January 8, 2013
SUBJECT: Police Department Staffing Study
The City retained the services of Matrix Consulting group to perform an independent study of the City
of Vernon's Police Departments staffing needs. Attached herewith please find a copy of their final report.
It is recommended that Matrix Consulting Group be scheduled to make a presentation to the City
Council at its January 22" meeting of its analysis, findings and conclusions and be available for any questions
that the City Council may have regarding the report.
SKW
Police Department Staffing Analysis
CITY OF VERNON, CALIFORNIA
matrix
consulting group
201 San Antonio Circle, Suite 148
Mountain View, California 94040
650.858.0507
January 2013
TABLE OF CONTENTS
1. INTRODUCTION
2. ANALYSIS OF PATROL
3. ANALYSIS OF INVESTIGATIONS
4. ANALYSIS OF SUPPORT SERVICES
5. ANALYSIS OF ORGANIZATIONAL STRUCTURE
January 2013
4
27
39
57
5. ANALYSIS OF THE FEASIBILITY OF PROVIDING POLICE SERVICES TO
MAYWOOD 61
ATTACHMENT — DESCRIPTIVE PROFILE OF THE VERNON P.D. 71
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
1. INTRODUCTION
Matrix Consulting Group was retained by the City of Vernon to conduct a Police
Department Staffing Study. The final report, which follows, presents the results of the
study. This study, which began in the summer of 2012, was designed to provide an
assessment of the efficiency and effectiveness of Police Department operations,
identifying strengths and improvement opportunities relating to service delivery,
organization and staffing, as well as management.
In reaching the concluding point of the study, the project team has assembled
this final report which summarizes our findings, conclusions and recommendations
where appropriate.
1. STUDY METHODOLOGY
In this Police Department Staffing Study, the Matrix Consulting Group project
team utilized a wide variety of data collection and analytical techniques. The project
team conducted the following analytical activities:
• At the outset of the project, the study team interviewed the Police Chief and his
management team. The project team also interviewed the City Manager. The
purpose of these interviews was to develop an initial understanding of the issues
and background which led to this study.
• The project team conducted an intensive process of interviewing staff in every
function within the Police Department. These interviews included staff at every
level in the organization — managers, supervisors and line staff.
• While on site, the project team collected a wide variety of data designed to
document workloads, costs, service levels and operating practices. The project
team developed a descriptive summary, or profile, of each function within the
Police Department — reflecting organizational structure, staffing, workloads,
service levels and programmatic objectives.
Matrix Consulting Group Page 1
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
• To obtain input from external stakeholders from the business community the
project team conducted a focus group meeting which was coordinated by the
Vernon Chamber of Commerce. Individual meetings with other business
constituents were also conducted.
• Throughout the process the project team reviewed findings, conclusions and
recommendations with the Vernon Police Department as well as with a project
steering committee.
This study was comprehensive in method to meet a comprehensive scope of
work.
2. SCOPE OF WORK.
From the beginning, the scope of this project was comprehensive and included
the following:
• Determining appropriate service levels in each law enforcement function in
the Vernon Police Department.
Determining appropriate staffing levels for each law enforcement function at
the appropriate level of service.
• Determining if resources are managed effectively in terms of planning and
scheduling work, ensuring that service delivery targets are met and cost
effectiveness is encouraged.
Clearly, the scope of work for this assignment was comprehensive. However,
because of the budget situation in the State and country, this study's focus was also to
provide both the City and the Police Department with analysis and guidance regarding
law enforcement needs in the context of ensuring that existing resources were utilized
efficiently and cost effectively.
3. SUMMARY OF RECOMMENDATIONS
The following recommendations are made in this report:
Matrix Consulting Group Page 2
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
PATROL
Develop a plan for higher utilization of the proactive time available to patrol officers in the field.
Target authorized field staffing at 21 officers, exclusive of traffic, K-9 and Sergeants.
Maintain existing authorized staffing levels in Traffic Unit.
DETECTIVES
The Vernon Police Department should reduce the ranks of Detectives by one 1position.
Implement best management practice case management approaches to include the use of solvability
factors at screening and ongoing case reviews.
Continue the practice of assigning Detectives and the Detective Ser eant collateral duties.
SUPPORT SERVICES
Increase staffing in the unit by three additional Dispatchers to meet the one non -peak and two peak
staffing level without excessive use of overtime and the use of police officers to cover a console.
Make no changes to the staffing or base procedures of the Records Unit.
Make no changes to the staffing or base procedures of the Property and Evidence function, though
delegate more responsibility to the Vernon Service Officer.
Reorganize and simplify the command structure of the Vernon Police Department, bringing the
Investigations Lieutenant under the Captain and the Records Manager under the Support Services
Lieutenant.
FEASIBILITY OF PROVIDING CONTRACT SERVICES TO THE CITY OF MAYWOOD
The City of Vernon should begin to pursue providing contract services to the City of Maywood — it
provides cost savings to Maywood, cost deferrals to Vernon, improves the utilization of Vernon staff
and regionalizes an important public safety service.
Matrix Consulting Group Page 3
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
2. PATROL STAFFING ANALYSIS
This report provides the project team's analysis of the Patrol. Division of the
Vernon Police Department. This chapter is organized as follows:
• Current organization of the Patrol Division
• Overview of Matrix Consulting Group's methodical approach
• Analysis of Patrol proactive time
• Analysis of Patrol staffing needs.
• Analysis of Specialized Enforcement Units (i.e., Traffic, K-9)
The first section, which follows, provides a brief overview of the organization and
operations of the Patrol Division.
1. OVERALL ORGANIZATION AND ASSIGNMENT OF PERSONNEL IN THE
PATROL DIVISION.
The Patrol Division consists of both patrol operations as well as specialized unit
assignments. However, most special assignments (e.g., mobile field force) are collateral
assignments of patrol personnel. The total number of positions assigned to each shift is
shown in the table, below:
Shift
Watch
Lieutenant
Sergeant
Patrol
Officers
Officers (K-9
and Motors
Morning
1st Watch
1
3
11
1
Day
2" Watch
1
3
10
3
Total
2
6
21
4
2. OVERVIEW OF THE MATRIX CONSULTING GROUP'S PATROL STAFFING
METHODOLOGICAL APPROACH.
While it would be useful to identify a "golden rule" of law enforcement staffing
needs, the utilization of comparative or per capita measures do not provide for an
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CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
appropriate evaluation of field staffing needs, nor should it be used as the primary basis
for a local government to measure the effectiveness of law enforcement services. As a
result, the Matrix Consulting Group does not use a "per capita" or "per 1,000" ratio as an
analytical tool in assessing field staffing needs, for the following reasons:
Ratios do not consider the seriousness of the workload levels of the jurisdictions
being compared. For example, the crime rate should be considered in any
comparative analysis of workloads, specifically, the number of serious crimes in a
community (e.g., homicide, rape, robbery, aggravated assault, burglary, motor
vehicle theft, and larceny).
Ratios do not consider a jurisdiction's approach to alternative service delivery or
"differential law enforcement response." The use of civilian personnel, or lack
thereof, to handle community -generated calls for service and other workloads
has great potential to impact the staffing levels of sworn personnel. The level /
amount of civilians (i.e., community service officers, telephone reporting, online
services, etc.) can be used to maximize the efficiency and effectiveness of sworn
personnel handling higher priority calls in a community. These resources are not
calculated in staffing ratios.
Ratios do not consider the differences in service levels selected, or capabilities,
which a jurisdiction may have for their law enforcement services (e.g.,
community -oriented or problem -solving oriented, a reactive versus proactive
philosophy, the utilization of City-wide resources in solving problems, etc.). All of
which add to the inability to compare the necessary number of field patrol
personnel.
Ratios do not consider other differences which have an impact on regular patrol
staffing needs such as existence of special enforcement / support units as well
as operational approaches (e.g., the use of field citations versus arrests, manual
versus automated and field reporting systems, and whether patrol officers are
expected to follow-up on certain investigations).
Ratios do not take into account topographical differences (i.e., square miles of a
service area) and other response impediments, which can impact patrol staffing
needs.
For these reasons, the project team does not use "per capita" or "per 1,000
residents" ratios as a way for our clients to measure effectiveness in providing law
enforcement services, or as a determinant in developing staffing needs. The project
Matrix Consulting Group Page 5
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
team's analysis of the Vernon PD considers the need for a balance of community -
generated workloads and the availability of proactive time to generate activities. The
following subsections describe this analytical process.
(1) The Analysis of Field Patrol Resource Requirements Should Be Based on
Actual Workloads Handled and Appropriate Targets of Proactivity.
The Matrix Consulting Group utilizes a method in which the number of field
personnel required is based on an analysis of the unique workloads and service level
requirements of a community. In order to evaluate these resources and staffing issues,
the project team conducted a data collection and analytical effort focusing on:
• Determining community generated workloads in the detail necessary to
understand the work volume and the time required to handle it. Call for service
workloads are a critical first element in this analysis — while field personnel have
choices in how calls are handled, they must be handled in some way.
• Targeting an amount of time to be proactive in a directed kind of way (i.e., special
enforcement of high -crime areas, etc.). Proactivity is the centerpiece of our
analytical method because without it, field services will not be effective in
addressing the problems to which they are responding.
• The field resources used to handle calls for service and proactive workloads
based on officer availability levels (after taking into account personnel time for
vacation, sick, etc.).
• Deployment and scheduling utilized by the Vernon Police Department.
• How calls for service are managed.
The project team employed a model based on these decision points in evaluating
officer field staffing for the VPD, in terms of workload, service levels, and overall
operations.
(2) Key Workload and Data Inputs Utilized in the MCG Patrol Staffing Model.
Officers dedicate time to responding and handling community -generated calls for
service, as well as related activities, including reports, arrests / bookings, back-up
Matrix Consulting Group Page 6
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
assistance, etc., as well as the associated time commitments for these elements.
These elements are described in the following subsections.
(2.1) Calls for Service and Proactive Workloads.
The initial critical data input required to evaluate field resources is to document
the types and amount of work handled by patrol officers in the field. There are two kinds
of activity handled by patrol:
Reactive Workloads — handling requests for service.
Proactive Workloads — The consequence of having uncommitted time in the
field, time which should be directed and measured.
The table, below, documents the distribution of citizen -generated calls for service
by time of day and day of week from January 1, 2011 to December 31, 2011. The CAD
system data was used to determine the number of CFS.
Matrix Consulting Group Page 7
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Vernon Police Department CY 2011 Community Generated Calls for Service
Hour
Sun
Mon
Tue
Wed
Thu
Fri
Sat
TOTAL
Avg. /
Hour
0
18
17
25
22
26
19
22
149
0.41
1
27
14
14
15
15
12
18
115
0.31
2
16
15
15
10
19
24
18
117
0.32
3
14
15
12
14
18
17
18
108
0.30
4
14
14
15
13
9
17
11
93
0.25
5
16
31
23
20
21
17
17
145
0.40
6
12
23
21
25
20
22
15
138
0.38
7
14
39
25
41
30
30
22
201
0.55
8
13
61
30
25
30
49
28
236
0.64
9
31
49
34
31
36
30
27
238
0.65
10
20
37
41
32
40
34
31
235
0.64
11
21
55
46
35
39
33
30
259
0.71
12
17
47
34
36
37
29
22
222
0.61
13
27
36
48
52
33
37
28
261
0.71
14
23
37
31
38
35
29
32
225
0.61
15
28
39
39
29
47
32
23
237
0.65
16
28
31
33
41
36
23
24
216
0.59
17
23
34
53
46
34
35
17
242
0.66
18
31
33
29
38
41
43
25
240
0.66
19
22
26
33
33
36
35
22
207
0.57
20
19
24
24
25
28
34
27
181
0.49
21
8
22
11
19
32
18
22
132
0.36
22
25
16
19
26
21
11
21
139
0.38
23
20
36
18
26
16
11
19
146
0.40
TOTAL
487
751
673
692
699
641
539
4482
12.28
Vernon Police Officers responded to a total of 4,482 calls for service in 2011.
The hourly distribution of the calls is shown in the graph below. As the graph indicates,
citizen -generated workload varies significantly through the day — from a low of 0.25 calls
per hour during the early morning hours to a high of 0.71 calls per hour during the
afternoon hours.
Matrix Consulting Group Page 8
CITY OF'VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis.
0.80
0.60
0.71
0.40
0.20
0.25
0.00
1 2 3 4 5 6 7 8 9101112131415161718192021222324
The next table displays the number of officer initiated activities by time of day and
day of week from January 1, 2011 to December 31, 2011.
Vernon Police Department FY 201142 Officer Generated Activity
Hour
Sun
Mon
Tue
Wed
Thu
Fri
Sat
TOTAL
Avg. I
Hour
0
48
40
45
57
24
42
56
312
0.85
1
38
37
47
36
15
31
30
234
0.64
2
33
39
45
.37
25
26
41
246
0.67
3
23
34
48
32
21
24
14
196
0.54
4
21
16
26
23
19
11
8
124
0.34
5.
8
21
24
16
11
8
15
103
0.28
6
4
10
10
8
9
6
9
56
0.15
7
33
37
37
43
87
26
39
302
0.83
8
32,
41
75
75
114
70
60
467
1.28
9
51
62
70
52
90
42
72
439
1.20
10
73
63
76
49
95
45
89
490
1.34
11
65
53
51
56
63
45
53
386
1.05
12
47
50
59
43
84
38
49
370
1.01
13,
621
35
49
64
80
40
43
373
1.02
14
35
37
41
45
53
41
58
310
0.85
15
45
42
36
25
38
33
55
274
0.75
16
42
52.
41
24
43
35
48
285
0.78.
17
36
33
16
29
45
29
46
234
0.64
18
13
17
19
19
12
16
18
114
0.31
19
40
43
43
22
29
17
26
220
0.60
20
39
64
51
24
35
22
52
287
0.78
21
44
46
70
58
39
46
60
363
0.99
22
57
48
53
44
52
34
60
348
0.95
23
51
55
53
27
46
35
57
324
0.89
Total
940
97S
1085
808
1129
762
1058
6,857
18.73
Matrix Consulting Group Page 9
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing
Calls are not responded to equally in terms of urgency, speed or resources. The
Vernon Police Department utilize a 'call prioritization' system to manage field resources.
The priority classification system in described below:
• Priority 1 — High Priority Response (family fight; 911 call -unknown nature;
possible mentally ill person).
• Priority 2 — Priority Response (burglary or robbery alarm; suspicious vehicle,
person or circumstances; disturbance).
• Priority 3 — Routine Response (loud noise or music; property damage accident;
patrol check).
• Priority 4 — Routine Response (petty theft; meet person in lobby; auto burglary).
• Priority 5 — Delayed Response — Low Priority Incident (barking dog; misc. info.).
The following table shows the breakdown by priority of the types of calls for
service in Vernon:
Calls for Service by Priority VPD ICY 2011)
Type
Count
% of Total
Priority 1
139
3.1%
Priority 2
2,095
46.7%
Priority 3
2,045
45.6%
Priority 4
164
3.7%
Priority 5
20
0.4%
BD
19
0.4%
Total
4,482
100.0%
As shown above, approximately 3% of the for service in 2011 were Priority 1
calls for service, a benchmark level in effective call prioritization systems in most
communities.
(2.2) Call for Service Response Times
While not directly an element in our methodology, the measurement of response
time is a common and useful element in understanding the service delivery picture,
including the adequacy of field resources and their effectiveness. The following table
Matrix Consulting Group Page 10
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
shows the percentage of calls for service that were responded to within various time
ranges. The "travel time" is from the time the call was dispatched to an Officer until the
arrival of the first police unit. The times were determined using VPD data and
calculating the difference between the "dispatch time' and the "on scene time" for the
first arriving unit.
Travel Time in
Minutes
CFS b Priority Type
Total
Total %
1
2
3
4
5
0:00 — 2:59
58
488
353
38
5
951
38%
3:00 — 4:59
58
460
363
13
7
880
38%
5:00 — 6:69
22
306
303
13
3
641
14%
7:00 — 8:59
7
198
217
3
0
422
5%
Above 9:00
60
220
300
11
1
539
0%
Bad Data
8
423
509
86
4
1,049
5%
Total Number
163
2,095
2,045
164
1 20
4482
1 100%
As this table shows, VPD units are responding to community -generated calls for
service within 3 minutes 21 % of the time, and within 5 minutes to 41 % of the calls.
The following table shows the average response time — including the call
processing time for the Dispatch Center and the travel time for Officers. It is shown for
all of the Priority types. For 2011, the average response time was 3.5 minutes to
Priority 1 calls for service, 7.5 minutes to Priority 2 calls for service and 8.9 minutes to
Priority 3 calls for service.
Final
Priority
# of CFS
Average Call
Process
Time
Average
Travel Time
Average Total
Response
Time
1
163
1.5
2.0
3.5
2
2095
2.4
5.1
7.5
3
2045
3.0
5.9
8.9
4
164
2.8
4.5
7.3
5
20
1.3
3.9
5.3
8
2
1.7
4.9
6.5
9
9
0.8
8.5
9.3
BD
8
2.4
6.3
8.7
All
4,468
2.0
5.2
7.2
Matrix Consulting Group Page 11
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
(2.3) Call for Service Handling Times
An important element in our patrol staffing analysis relates to call for service
handling time - the elapsed time between receipt of the call in the field to completion of
service for that call. The calculations for the call handling times showed that Officers'
response time was an average of 5.2 minutes for all calls for service and the average on
scene time was 31.3 minutes. Combining the travel time and the on scene time equals
an average call handling time of 35.4 minutes for the primary Officer.
Final
Priority
# of CFS
Average
Travel Time
Average On
Scene Time
Average Call
Handling
Time
1
139
3.4
47.2
52.7
2
2095
5.1
13.0
20.5
3
2045
5.9
28.7
37.6
4
164
4.5
21.3
28.6
5
20
3.9
28.1
33.3
8
2
4.9
9.4
15.9
9
9
8.5
71.2
80.5
BD
8
6.3
5.0
13.7
All
4,482
5.2
31.3
35.4
Officers also respond as backup units to assist the primary Officer on many calls
for service. The CAD system used by Vernon PD captures the number of calls where
Officers respond as a back-up Officer and also the amount of time Officers spend as a
back-up Officer. The CAD data showed that back-up Officers responded to 3,112 of the
4,482 CFS in 2011 - a 69.4% back-up rate. This means that an average of 1.69
Officers responded to each call for service in 2011. This average backup rate is near
the back up rate the project team has seen in other departments. The project team
uses an average time for the back-up Officer of 75% of the primary Officer's call
handling time - in Vernon this equals 18.3 minutes.
Matrix Consulting Group Page 12
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
(2.4) Analytical Elements Compiled
The table, below, shows each of the time elements described in this report
relating to the time spent by officers responding to citizen generated calls for service:
Factor in Call For
Service Handling Time
How Data Was Determined
Benchmark
VPD Time Required
Primary Unit Handling
Benchmark based on MCG
30-40 minutes/call
35.4 minutes/call
Time (dispatch to
experience. Data based on
clear)
calendar 2011 calls for service
derived from CAD data.
Average Back-up Units
Benchmark based on MCG
0.50 units/call
0.69 units/call
per Call for Service
experience. Data based on
calendar 2011 CAD data.
Average Time Back-up
Benchmark based on MCG
11.25-15.0
18.3 minutes/call
Unit(s) at Scene per
national experience of —75% of
minutes/call
Call
Primary Unit Time at scene.
Data based on sampling
indicates units spend
approximately 75% of total
primary unit time at scene
resulting in: (35.4 minutes X
75% of primary unit handling
time X .69 Units per call).
Average Time All Units
Sum of Primary and Average
41.25-55.0 min/call
53.7
at Scene
Back-up.
Report Writing Time
Benchmark data based on
45 min/report
30 min/report
other departments and VPD
interviews.
Report Writing Calls
Benchmark based on MCG
250/6-50% of CFS
14.14 min/call
for Service Allocation
national experience. Based on
will have report.
2011 VPD # of Report written.
Jail Run Time Calls for
Based on 226 arrests
50 minutes per
2.52 min/call
Service Allocation
allocated to each calls for
booking
service. Based on 50-minute
round-trip to a local facility.
TOTAL FIELD TIME DEDICATED PER CALL FOR SERVICE
70.4 Mins / Call
As shown above, the project team determined that the average handling time per
call was 70.4 minutes from January 1, 2011 to December 31, 2011. This includes time
spent by all units and includes travel time, on -scene time, arrest time, and reporting
writing.
Matrix Consulting Group Page 13
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
(2.6) Officer Availability
The second important workload element is the amount of time available for field
personnel. The table, below, provides the calculation of the "net availability" of police
officers in patrol in Vernon together with the source of the data or assumption utilized.
The project team defines net availability as the number of hours that an Officer is
available to perform key roles and responsibilities .after the impact of leaves and
administrative responsibilities have been subtracted from gross scheduled hours.
Calendar Year 2011
Est. Hours/
Patrol Officer
Source
Gross Hours Scheduled
2,080
Payroll
Use of Leave i.e., vacation, sick, holiday)
439.1
Leave Report
Total Unavailable Hours After Leave
439.1
Above Calcs
Net Hours Worked
1 641
Above Calcs
% Annual Availabilit
Hours Lost meals, briefing, fueling etc 1.5 hours/avail shift
79%
211
Above Calcs
Interview
Training
94
Training Data
Court
16
Interview
Total Available Hours Per Year
1,303
Above Calcs
% Net Annual Availability
63%
Above Calcs
The table, above, shows that the average Police Officer in VPD is available for
work in the field 1,303 hours during CY 2011 (1,641 hours net of leaves). The points,
below, expand on several key issues identified in the table:
• The payroll system shows that Police Officers are available 1,641 hours after all
leave categories have been accounted for. This is equivalent to 79% of the time.
This includes the impact of long-term disability, family medical leave and other
factors that take an officer out of the patrol schedule (vacation, sick leave, etc.).
• The project team made a number of hypothesis regarding the impacts of
administrative responsibilities, court, training as well as time off factors
associated with meals, etc based on interviews and observations. These
suppositions are described below:
Matrix Consulting Group Page 14
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Meals and Breaks were assumed to take a total of 45 minutes per shift
actually worked (i.e., after regular days off, leave, training, meetings, and
court time were accounted for) per officer. This assumption was based on
bargaining agreements.
Shift Briefing, Fueling, Shift Checks was observed and is implicit to
take 45 minutes per shift actually worked per officer.
Training time was based on data provided by the department. Data
indicates an average of 94 hours annually. Typically, training is scheduled
during "pay -back" days, when available.
Court is assumed to take 16 hours per year of on -duty time. This is in
addition to overtime court time, not performed during on -duty hours.
The next section describes how the preceding workload elements and officer
availability factors are utilized to evaluate patrol staffing and field deployment issues.
4. ANALYSIS OF PROACTIVE TIME LEVELS INDICATES THAT WORKLOAD
AND PERSONNEL EXPERIENCE HIGH LEVELS OF PROACTVITY.
This section provides the Matrix Consulting Group's analysis of proactive time
calculation related to the Vernon Police Department's patrol services.
(1) Proactive Time Targeting
The Matrix Consulting Group developed an analysis of proactive time to assist in
the evaluation of current patrol deployment and determine staff resource allocation and,
ultimately, likely staff requirements. The concept of proactive time is very important in
law enforcement — it is the amount of time available to field deployed officers after
handling community generated calls for service and related workloads. The concept of
Reactive (and Proactive) time is widely acknowledged by various established bodies,
including the International Association of Chiefs of Police, Northwestern Universities
Police Allocation Model, etc. The following points underline the importance of this:
If field personnel are committed to calls for service response a large proportion of
the time and have little "unobligated" time, they have little capability to undertake
Matrix Consulting Group Page 15
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
self -initiated activity, impact the root causes of crime and quality of life issues, or
to work closely with citizens of the community.
• Moreover, field personnel with little uncommitted time find it difficult to produce
response times that are within community expectations. This is particularly
problematic for emergency responses where life is potentially endangered or
property severely jeopardized.
Police departments that have developed a problem -oriented or community
policing program based on effective use of proactive time typically have an average
range of 40% - 45% uncommitted time, but can reach up to 50% or higher dependent
upon the unique operating circumstances of the law enforcement agency.
(2) Proactive Time Calculation
The sections that follow show hourly proactive time levels and overall proactive
time based on these deployment strategies.
(2.1) Proactive Time Levels — Calls for Service Workload by Hour/Day.
Based on the data provided for 2011, the Matrix Consulting Group developed a
table, below, showing the amount of time dedicated to handling community -generated
calls for service by hour and by day of week. The data is founded on the previously
noted 70.4 minutes average handling time for a call for service.
Matrix Consulting Group Page 16
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Total (Average) Minutes Required to Handle Community Generated Calls for Service
Workload
Time/Day
Sun
Mon
Tue
Wed
Thu
Fri
Sat
0000
24.4
23.0
33.8
29.8
35.2
25.2
29.8
0100
36.5
18.9
18.9
20.3
20.3
15.9
24.4
0200
21.7
20.3
20.3
13.5
25.7
31.9
24.4
0300
18.9
20.3
16.2
18.9
24.4
22.6
24.4
0400
18.9
18.9
20.3
17.6
.12.2
22.6
14.9
0500
21.7
42.0
31.1
27.1
28.4
22.6
23.0
0600
16.2
31.1
28.4
33.8
27.1
29.2
20.3
0700
18.9
52.8
33.8
55.5
40.6
39.8
29.8
0800
17.6
82.6
40.6
33.8
40.6
65.1
37.9
0900
42.0
66.3
46.0
42.0
48.7
39.8
36.5
1000
27.1
50.1
55.5
43.3
54.1
45.1
42.0
1100
28.4
74.4
62.3
47.4
52.8
43.8
40.6
1200
23.0
63.6
46.0
48.7
50.1
38.5
29.8
1300
36.5
48.7
65.0
70.4
44.7
49.1
37.9
1400
31.1
50.1
42.0
51.4
47.4
38.5
43.3
1500
37.9
52.8
52.8
39.3
63.6
42.5
31.1
1600
37.9
42.0
44.7
55.5
48.7
30.5
32.5
1700
31.1
46.0
71.7
62.3
46.0
46.5
23.0
1800
42.0
44.7
39.3
51.4
55.5
57.1
33.8
1900
29.8
35.2
44.7
44.7
48.7
46.5
29.8
2000
25.7
32.5
32.5
33.8
37.9
45.1
36.5
2100
10.8
29.8
14.9
25.7
43.3
23.9
29.8
2200
33.8
21.7
25.7
35.2
28.4
14.6
28.4
2300
27.1
48.7
24.4
35.2
21.7
14.6
25.7
(2.2) Proactive Time Analysis Indicates Vernon's Current Patrol Operations Have
Extremely High Levels of Proactivity.
The following table shows the amount of proactive time calculated based upon
the modeling exercise:
Matrix Consulting Group Page 17
CITY OF VERNON, CALIFORNIA
Final Report of the Police.Department Staffing Analysis
Proactive Time Levels — Based Upon VPD Scheduled Deployment Levels
;;7inte�D$y„'
t`,r`,$Urii
, „M4n.
i,',TOe q-"-
MOW
?, Thu ,"
" ,Fr1"
0000
87%
88%
82%
84%
81%
86%^
84%
85%
0100
80%
90%
90%
89%
89%
91%
87%
88%
0200
88%
89%
89%
93%
86%
83%
87%
88%
0300
90%
89%
91%
90%
87%
88%
87%
89%
0400
90%
90%
89%
91%
93%
- 88%
92%
90%
0500
88%
77%
83%
85%
85%
88%
88%
85%
0600
91%
82%
84%
81%
85%
83%
88%
85%
0700
89%
68%
80%
66%
75%
76%
82%
77%.
0800
89%
50%
75%
80%
75%
61%
77%
72%
0900
75%
60%
72%
75%
70%
76%
78%
72%
1000
84%
70%
66%
74%
67%
73%
75%
73%
1100
83%
55%
62%
71%
68%
73%
75%
70%
1200
86%
61%
72%
70%
70%
77%
82%
74%.
1300
78%
70%
61%
57%
73%
70%
77%
70%
1400
81%
70%
75%
69%
71%
77%
74%
74%
1500
77%
68%
68%
76%
61%
74% 1
81%
72%
1600
77%
75%
M/a
66%
70%
82%
80%
75%
1700
81%
72%
57%
62%
72%
72%
86%
72%
1800
76%
75%
78%
71%
68%
67%
81%
74%
1900
84%
81%
76%
76%
74%
75%
84%
79%
2000
86%
83%
83%
82%
80%
76%
80%
81%
2100
94%
84%
92%
86%
77%
87%
84%
86%
2200
82%
88%
86%
81%
85%
92%
85%
86%
2300
85%
74%
87%
81%
88%
92%
86%
85%
AVERAGE:
84%
75%
78%
77%
77%
79%
83%
OVERALL WEEKLY
AVG:
79%,
DAY WATCH AVG.
74%
MORNING WATCH AVG.
85%
The following is noted regarding the data in the table.
Overall proactive time for the 24-hour period is calculated at 79% — well above
the proactive targets noted previously.
• Proactive time levels are above the desirable time of 50% in the majority of time
blocks.
• The proactive time model does not include the time available for K9 and Motor
staff. These personnel are not typically included into the VPD minimum staffing
requirements and thus must be assumed not available to be used as a primary
call for service responder as needs dictate. In fact, however, these staff are
regularly used in only a back-up, support, etc.
Based on proactive time modeling, there are adequate VPD Patrol resources
available to perform the most effective policing in the industrial community. Proactivity
Matrix Consulting Group Page 18
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
levels are often very high in smaller communities with low call volumes. As a result, the
more critical question is how these high levels of proactivity are utilized.
6. IN VERNON, THE PROJECT TEAM CANNOT UTILIZE ITS PATROL
STAFFING FORMULA BECAUSE OF ITS SIZE AND LOW CALL VOLUMES.
This section provides our calculation of the total patrol officer staffing needs for
the Vernon Police Department based on community -generated activity and common
proactivity targets. These calculations incorporate officer availability as well as
additional personnel needed to cover turnover (i.e., extra time needed to cover staff
losses and time needed to recruit, hire, and train new officers).
Vernon PD — Patrol Officer Staffing Needs
1. COMMUNITY GENERATED WORKLOADS
Calls for service (citizen only)
4,482.00
Handling Time
2,644.38
Back up Rate
0.69
Handling Time for Back Up Units (estimated, based on 75% of initial units)
26.55
Total Time for Back Up Unit CFS Handling
1,368.47
Number of Reports
2,114.00
Total Time for Report Writing (Target of 30 Minute Average)
1,057.00
Number of CFS Arrests / Bookings (Actual, based on 2011 data)
226.00
Time to Process CFS Arrests / Bookings (Estimated)
50.00
Total Time for CFS Arrests / Bookings
188.33
TOTAL TIME TO HANDLE COMMUNITY GENERATED WORKLOADS
6,258.18
2. TIME FOR PREVENTIVE PATROL AND OFFICER INITIATED ACTIVITY
50% of Available Time
6,258.18
3. TOTAL TIME REQUIRED FOR REACTIVE AND PROACTIVE ACTIVITIES
50% of Available Time
10,516.36
4. PER OFFICER AVAILABILITY
Net hours worked each year
1,303.26
5. PATROL OFFICER REQUIREMENTS WITH 10% TURNOVER
50% of Available Time
9
As the table shows, based solely of call for service workloads and common
proactivity targets, would require few officers to deliver service to the community —
Matrix Consulting Group Page
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
resulting in fewer than two officers per shift. This cannot be used as the basis for
targeting staffing needs in Vernon for the following reasons:
• It would not allow for handling concurrent calls, especially if one or both require
back up.
• It would not allow for the expectations for the different kind of 'community
policing' which occurs in such an industrial city like Vernon which requires:
— Extensive meetings with business owners.
— The development of security plans for large and complicated industrial
facilities.
— The different requirements for even traditional types of proactive business
checks because the prevailing businesses are far more complicated than
in most communities comprised of small business, strip malls, etc.
As a result, a key question is how existing high levels of proactivity are utilized in
Vernon? The table, below, adds together time commitments related to proactive and
call for service workloads. While it should be noted that many forms of proactive
workload are not counted in CAD systems, the information in the table is instructive.
Matrix Consulting Group Page 20
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing
Percent of Patrol Officer Utilization based on Total Committed Time CY 2011
Time/Day
Sun
Mon
Tue
Wed
Thu
Fri
Sat
0000
30.8%
26.6%
32.7%
36.9%
23.3%
27.9%
36.4%
0100
30.3%
23.8%
28.5%
23.8%
14.0%
19.7%
22.4%
0200
22.9%
25.2%
28.0%
21.9%
20.5%
22.9%
27.5%
0300
17.3%
22.9%
28.0%
21.5%
18.2%
18.8%
14.9%
0400
16.3%
14.0%
19.1%
16.8%
13.1%
12.8%
8.9%.
0500
11.2%
24.3%
21.9%
16.8%
14.9%
1 11.5%
14.9%
0600
3.6%
7.5%
7.1%
7.5%
6.6%
6.2%
5.5%
0700
20.8%
33.6%
27.4%
37.2%
51.8%
24.3%
27.0%
0800
19.9%
45.2%
46.5%
44.3%
63.8%
51.7%
39.0%
0900
36.3%
49.1%
46.0%
36.7%
55.8%
31.3%
43.8%
1000
41.2%
44.3%
51.8%
35.9%
59.8%
34.3%
53.1%
1100
38.1%
47.8%
42.9%
40.3%
45.2%
33.9%
36.7%
1200
28.3%
42.9%
41.2%
35.0%
53.6%
29.1%
31.4%
1300
39.4%
31.4%
42.9%
51.4%
50.0%
33.4%
31.4%
1400
25.7%
32.8%
31.9%
36.7%
39.0%
30.4%
39.8%
1500
32.3%
35.9%
33.2%
23.9%
37.6%
28.2%
34.5%
1600
31.0%
36.7%
32.8%
28.8%
35.0%
25.2%
31.9%
1700
26.1%
29.7%
30.5%
33.2%
35.0%
27.8%
27.9%
1800
10.0%
11.4%
10.9%
13.0%
12.1%
13.2%
9.8%
1900
28.9% 1
32.2% 1
35.5%
25.7%
30.3% 1
23.8%
22.4%
2000
27.1%
41.1%
35.0%
22.9%
29.4%
25.7%
36.9%
24.3%
31.8%
37.8%
36.0%
33.2%
29.3%
38.3%
12100
2200
38.3%
29.9%
33.6%
32.7%
34.1%
20.6%
37.8%
2300
33.2%
42.5%
33.2%
24.7%
28.9%
21.19/
35.5%
The average utilization of patrol officers is raised by roughly 50% (from 20% to
30% utilization), but by only ten percentage points compared to the utilization rate of
calls for service only. As a result, while there are many proactive workloads, the
amount if time this takes is relatively low.
Recommendation: Develop a plan for higher utilization of the proactive time
available to patrol officers in the field.
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CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
7. A MORE EFFECTIVE APPROACH TO DETERMINING THE NUMBER OF
PATROL OFFICERS REQUIRED IS BY SELECTING A LEVEL OF SERVICE
CAPABILITY IN THE FIELD.
The project team believes that in a small community, such as Vernon, the
number of officers required and budgeted for should be based on a service capability
much like a fixed post staffing plan in a facility. A.reasonable approach would be to
select the ability to handle two concurrent calls for service, each requiring back up. At
current availability levels this would equate to the following:
• Sufficient officers to field four (4) units per shift, or eight (8) per day.
Use of net availability of 1,641 hours per officers per year, adjusted for turnover.
• The resulting calculation is for 21 officers assigned to patrol.
This level of staffing does not include officers assigned to special enforcement
functions of traffic and K-9.
Recommendation: Target authorized field staffing at 21 officers, exclusive of
traffic, K-9 and Sergeants.
8. ANALYSIS OF THE TRAFFIC UNIT
This section presents the project team's analysis of the Traffic Enforcement Unit
in the Vernon Police Department. Details regarding the Unit are provided in the Profile.
However, the following summarizes major aspects of the Traffic Unit:
• The Motorcycle Unit is directly overseen by the Lieutenant.
The Motorcycle Unit is authorized two (2) officers during day shift.
• Day shift operates from 0630-1900 hours on a 12.5-hour work schedule.
The following sections assess this unit.
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CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
(1) The VPD Traffic Unit Provides a Wide Variety of Enforcement Services.
The Traffic Unit is responsible for providing a wide variety of services ranging
from traffic enforcement to special event traffic control and response. The duties and
responsibilities of the Unit are broad, and various functions take a considerable amount
of Unit time. The primary services provided include:
• Traffic Unit staff provides traffic control and other attendant services at most
special events and daily events. These events occur throughout the year but are
typically focused in the spring and summer.
• The Unit provides escort services for funerals, special services, etc
• The Traffic Unit provides vehicular accident response and investigations, either
as primary (first on -scene) unit or as requested by a patrol squad. Traffic Unit
staff typically perform these duties on Day and Early shifts whereas patrol
officers accomplish this during Late shift.
• The Unit provides traffic enforcement services which includes the generation of
written citations, parking citations, provision of verbal warnings, etc. This is the
typical function of most motor units with a primary goal related to reducing the
occurrence of death and injury -related vehicular accidents.
The Unit provides calls for service response, back up to Patrol and self -initiated
workload. This results in outputs such field interview cards, arrests, incident
reports, and the like.
The next section evaluates the performance of the Traffic Unit and of traffic
enforcement more generally in Vernon.
(2) The VPD Motorcycle Unit Completes Citations Slightly Below the Best
Management Practices Benchmark of 1.0 Tickets Per Hour.
One important measure of traffic enforcement productivity, particular for a traffic
unit, is the number of citations issued per field deployment hour. Based on FY 2011-12
data, the following table shows the citation production for traffic services:
Traffic/Parking
Citations (Avg.)
Est. Net Annual
Hours Available
Average Citations
Per Hour
Total/Average
1 2,1271
2,6061
0.82
Matrix Consulting Group Page 23
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Based on the project team's research over two decades, our benchmark for a
productive motor unit should be able to generate 1.0 citation or warning per field -
deployed hour. Based on the estimated field hours available to the Traffic Services Unit
based on net hours available discussed in a prior section, an estimated 0.82 citations
and warnings per field -deployed hour were generated in FY 2011-12. This is slightly
below the best management practice target of 1.0. Given the other duties and
responsibilities which the Traffic Officers perform, failure to achieve the listed
benchmark standard is not surprising among law enforcement agencies.
However, it should be noted that during some of the review period the Traffic Unit
was understaffed.
(3) The Vernon Police Department Traffic Enforcement Index Is Approximately
1:72, an Extremely High Figure.
The overarching and primary mission of traffic enforcement is reducing the
occurrence of death and injury related to vehicular accidents. To that end, minimizing
both fatal and injury accidents should be a core business responsibility of Traffic
Services. Research by the Northwestern University Unit for Public Safety Institute
suggests that there is a strong correlation between accidents, driving under the
influence of alcohol, and the ability to enforce traffic laws and generate citations — as
citations / warnings and driving while intoxicated arrests go up, injury and fatal accidents
generally go down. Consequently, a Traffic Enforcement Index (TEI) was developed
and largely adopted by the Matrix Consulting Group as a valid analysis tool. The TEI is
a performance indicator of traffic enforcement effectiveness, which suggests that the
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CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
ratio of injury / fatal accidents to the number of moving citations plus the number of OWI
arrests should be between 1:25 and 1:40.
Based on FY 2011-12 data provided by VPD, the following table is shown:
FY 2011-12 Vernon Traffic Enforcement Index (TEI) Data
Activity
Number of Activities
Moving Citations
5,815
Driving Under the Influence Arrests
49
TOTAL Citations/OWI
5,864
Fatal and Injury Accidents
81
TRAFFIC ENFORCEMENT INDEX:
1:72
The 1:72 TEI exceeds the best management practices standards established
indicating a high level of traffic enforcement relative to accidents.
(3) Traffic Services Should Maintain Existing Authorized Staffing Levels.
Given the information and analysis presented above, the Traffic Unit is a
productive unit and appropriately staffed based on existing operations. Consequently,
Traffic Services should maintain two (2) officer positions dedicated to traffic
enforcement activities.
Recommendation: Maintain existing authorized staffing levels in Traffic Unit.
9. CANINE UNIT
The Vernon Police Department deploys two specialized K-9 Units to support the
Department in the field. K-9 roles include tracking and locating suspects, evidence,
contraband, or perhaps apprehend fleeing suspects. The unit also provides K-9
demonstrations to support the mission of the community -focused approach. In the past
two years the Department's K-9 units have been fully integrated into patrol operations.
The table, below, depicts the activity reported by K-9 units supporting Patrol in
the City of Vernon. As the table shows the productivity of K-9 units in K-9 roles has
Matrix Consulting Group Page 25
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
declined in the past two years from already low levels on a per shift basis. Their
primary role is dedicated to patrol response and back-up in non-K-9 capacities.
Fiscal Year
2009-10
Fiscal Year
2010-11
Fiscal Year
2011-12
Narcotic Search
48
18
26
Suspect Search
5
6
3
Building Search
8
4
5
Evidence Search
5
1
1
Patrol Assist
778
671
578
Bites
0
1
0
The City of Vernon is an ideal candidate for the use of K-9 specialty units
because of the number of commercial and especially warehouse types of occupancies.
In spite of this, the use of K-9's is very limited again because of low overall call volumes
in the City. If the utilization cannot be increased the project team recommends that a
regional alternative be examined in which the use and support of these resources are
shared.
Recommendation: Focus on increasing the productivity of the K-9 unit in the
Department or look to alternatives.
Matrix Consulting Group Page 26
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
3. ANALYSIS OF INVESTIGATIONS
This chapter focuses on the investigative services provided by the Vernon Police
Department. The workload information utilized in this section was obtained from
interviews with Division Lieutenant and line personnel as well as a review of documents
and information from the Department's varied information systems.
1. INVESTIGATIONS WORKLOAD, STAFFING AND EFFECTIVENESS ARE
EVALUATED DIFFERENTLY THAN PATROL OPERATIONS.
It is more difficult to evaluate the staffing levels required by criminal
investigations because, unlike patrol, more subjective and qualitative determinants of
workload and work practices need to be considered. Patrol services have the benefit of
several quantitative measures, such as calls for service and proactive time, to assist in
the evaluation of staffing requirements, whereas investigative services have fewer such
reliable measures. Comparisons with other agencies are also difficult given the
vagaries of conducting investigative business among differing law enforcement
agencies throughout the nation. Factors making comparative analyses difficult include:
• What is actually investigated varies by agency. The extent to which agencies
assign misdemeanor level property crime cases to Detectives varies. Also, the
extent to which patrol performs preliminary or primary case investigation varies
widely and thereby impacts Detective caseloads.
• Approaches used to screen, assign, and monitor cases are different among law
enforcement agencies. For example, Vernon relies on reading through and
assigning cases whereas other departments may use a crime analysis function to
initially screen cases based on various formalized solvability factors.
• Work practices vary tremendously among agencies, relating to interviewing
techniques, mix of telephone and in -person interviews, use of computer
technologies, time devoted to administrative tasks, whether detectives respond to
the initial crime scene in the filed, whether they have prosecutorial investigator
assistance, etc.
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• Complexity of caseloads is also a critical factor to consider when examining
quantitative factors relating to investigative activity. Each case is different in
terms of workable leads, suspect description, evidence availability, victim/witness
cooperation, quality of information provided by the original report taker, and
numerous other factors. The way information in a single case may combine with
information on other cases (e.g., serial crime) also impacts investigative actions.
• Additional duties and responsibilities performed by detectives beyond caseload
work. Such activities may include being a specialized trainer, assisting on
warrant arrests or various other administrative duties detracting from casework.
This is particularly important for VPD personnel who perform other types of roles.
• Finally, the nature of the community itself is a factor in evaluating investigative
workload and staffing needs. Citizen expectations translate into service levels
impacting detectives in terms of what is investigated and how investigations are
conducted.
These considerations portray investigative workloads with qualitative
considerations when compared to that which depicts quantitative -driven patrol workload.
Unlike patrol, investigative workload lacks some specific measures that can be
converted into quantitative methodologies to arrive at required staffing levels. These
qualitative issues must also be considered. Investigative staffing requirements should
be examined from a variety of perspectives in order to obtain an overall portrait of
staffing issues, case handling issues, and operational philosophies that have an impact
on overall staffing needs.
Analytically, investigative workload and staffing requirements typically employ a
series of broad indicators to determine the extent to which core investigative staffing
and general workload in the Department compare to ranges observed in other
departments. This information is used to determine if the Vernon PD is within the
ranges measured by those indicators. Investigative workloads vary depending on the
number and types of cases a Detective is assigned, their complexity, and also the level
of service desired by an agency as well as ancillary duties performed. The comparative
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measures that can be employed are displayed in the following table:
Comparative Measures for Investigations
Comparative Measures
Comparative Industry Patterns
Part I Offenses per "line" Detective in core
The Average distribution of Part I Offenses per
investigative functions such as persons and
"line" Detective developed in police services
property crimes Detectives. This does not include
studies in the U.S. generally ranges from 300-500
those assigned to "proactive" units such as
Part I Offenses per investigator.
narcotics or vice.
Case Clearance for Part I Crimes.
The Uniform Crime Report provides data on
average case clearance by major crime type for
various sized jurisdictions.
Active cases assigned to "property" crimes
15 to 20 active cases per month based on a
Detectives (e.g., burglaryttheft).
survey of dozens of law enforcement agencies
performed by the Matrix Consulting Group over
the last several years.
Active cases assigned to White Collar crimes
These have a broader range due to their varied
Detectives (e.g., fraud).
complexity, from 10 to 20 active cases per month
each.
Active cases assigned to "person" crimes
8 to 12 active cases per month based on the
Detectives.
same survey. 3 to 5 active cases for complex
person crimes such as felony assault (shootings)
to include homicides. Domestic Violence cases
vary widely dependent upon State mandates that
result in varied workloads. Some DV Units can
handle 20 to 30 cases per investigator per month,
whereas others can only handle DV cases
typically attributed to "felonious person crimes."
Active cases assigned to "generalist" crimes
12 to 15 active cases per month based on the
Detectives.
same survey.
There is no caseload standard for specialized units, such as narcotics, because
these types of cases are more proactive in nature. One case can consume many
weeks of staff time generating leads, contacts and suspect information; and they may
also often require surveillance and related activities.
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2. A COMPARISON OF UNIFORM CRIME REPORTING DATA.
One approach to evaluating the outcome of investigative services or investigative
effectiveness is to benchmark case clearances' versus other local law enforcement
agencies in similar sized communities. The FBI cautions against using any UCR data
for comparative purposes as noted by the following excerpt from their website:
There are many variables affecting crime and the reporting thereof including the demographic differences
between jurisdictions, the level of training received by agency personnel in UCR, report writing variations,
and technology.
"The FBI discourages ranking agencies on the sole basis of UCR data."
"The data user is, therefore, cautioned against comparing statistical data of individual reporting units from
cities, counties, metropolitan areas, states, or colleges or universities solely on the basis on their
population coverage or student enrollment. Until data users examine all the variables that affect crime in a
town, city, county, state, region, or college or university, they can make no meaningful comparisons."
"Ranking agencies based solely on UCR data has serious implications. For example, if a user wants to
measure the effectiveness of a law enforcement agency, these measurements are not available. As a
substitute, a user might list UCR clearance rates, rank them by agency, and attempt to infer the
effectiveness of individual law enforcement agencies. This inference is flawed because all the other
measures of police effectiveness were ignored."
"The UCR clearance rate was simply not designed to provide a complete assessment of law enforcement
effectiveness. In order to obtain a valid picture of an agency's effectiveness, data users must consider an
agency's emphases and resources; and its crime, clearance, and arrest rates; along with other
aoorooriate factors."
While the project team's intentions are to always use as many variables as
possible when making an assessment, and thus uses UCR information as one of many
approaches, the FBI UCR no longer captures clearance rates. Consequently, the case
clearance metric is no longer used by the project team unless acquired from the client
and comparative benchmark agencies.
The number of Part I crimes per Detective in many other law enforcement
agencies in the United States averages between 300-500 crimes per Detective. Part I
Crimes are taken from the annual Uniform Crime Report and compared to actual
t Cases are cleared through an arrest or exceptional circumstances.
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detective staffing levels in a police agency. The following shows this Part I Crime data
for Vernon and other agencies with which the project team has worked.
2010 Part I Uniform Crime Report— Vernon and Other Communities
Agency
Part 1 Offenses Per Care Investigator'
Galt, CA Police Department
257
Goodyear, AZ Police Department
461
Gilroy, CA Police Department
466
Inglewood PD, CA
146
Huntington Beach, CA
338
Hanford PD, CA
335
Roseville PD, CA
377
Corvallis, OR Police Department
403
Stamford PD, CT
153
Eastpointe PD, MI
259
AVERAGE OF THESE AGENCIES
320
Vernon
116
Based on detective staffing levels of the four "core detectives" and based on
2010 UCR data shown above, the ratio of Part I Offenses per Detective is 116:1. This is
at the lowest end of the range for police agencies which this project team has worked.
Based solely on Part I crime incidents, the VPD has more than a sufficient number of
detective staff assigned to investigate Part I crimes.
As noted above, UCR data should be viewed with some caution; that is why it is
only one method by which the project team evaluates investigative services. It is,
however, one measure that can allude to several operational characteristics.
3. CURRENT WORKLOAD DEMANDS DO NOT JUSTIFY THE STAFFING
RESOURCES ASSIGNED TO INVESTIGATIONS.
The project team also conducted desk audits of the Detectives in the Vernon
Police Department. These involve reviewing, with each Detective, the cases that are
currently assigned to determine the level of active cases versus assigned cases and the
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overall distribution of workload. This is an important concept in investigative analysis —
just because a case is 'open' does not mean that it is workable or that it is being
worked. An 'open' case assumes that cases are being managed and that each case
has workable information that could lead to the apprehension of a suspect. It also
assumes that it is in a pre -warrant phase and is not being kept open only pending an
arrest. These distinctions are made clear in a desk audit in which case activities and
prospects are reviewed with each Detective.
The results of these are summarized in the following table. The distinction
between active and assigned cases is primarily whether a case had received some form
of activity in the previous 30 — 40 day period.
Active Caseloads by Detectives
Results of Desk Audits September 20, 2012
Detective
Active Cases
Assigned
% Active of Ass!ned
A
1
7
15%
8
6
11
55%
c
4
4
100%
D
4
7
57%
Total
15
29
52%
Average
3.8
7.3
NIA
The following points highlight the information above:
• Active and assigned cases are not evenly distributed, there are great variances
in the number of cases assigned to Detectives (ranging from 4 — 11) as well as
the number of active cases (ranging from 1 — 6).
• The Detective Sergeant can carry a caseload (though only a single case, a
homicide) and assists Detective Lieutenant in the administration and supervision
of the unit.
• Workload levels are consistently below those typically targeted for generalist
investigators in our experience — which generally range from 10 — 15 cases per
detective.
• While each Detective in Vernon has certain collateral duties these are not
sufficient to reach a high level of utilization for these staff.
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The project team's analysis indicates that the staffing of Detectives could be
reduced by one Detective and still allow for a high level of service. A caseload of 5
active cases per Detective / 10 assigned cases per Detective will allow for a better
utilization of three Detectives.
Recommendation: The Vernon Police Department should reduce the ranks of
Detectives by one (1) position.
4. THE VPD NEEDS TO IMPROVE CASE MANAGEMENT APPROACHES TO
BETTER BALANCE WORKLOAD.
Improvements in investigative case management will enhance the workload
balance among staff, thereby facilitating staffing modifications.
(1) The Investigations Unit Should Formalize the Case Screening Process
Using Solvability Factor and Priority Status Methodologies Consistent with
Best Management Practices.
The current state of case management is indicative of a less than formal and
effective case management process. Because the case management process is not
formalized and the case management software is not used to the greatest degree
possible, case management is accomplished inconsistently resulting in various issues
such as large workload differentials between detectives and case overload.
In order to ensure consistency and help prioritize work for investigative follow-
up, a formal case screening checklist with relevant solvability factors should be adopted
by VPD. This is consistent with progressive case management philosophies as well as
with the Commission on Accreditation for Law Enforcement Agencies (CALEA) case -
screening system criteria (Section 42.1.2).
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(2) The Solvability Factor Methodology.
The use of solvability factors is consistent with CALEA's Section 42.1.2 which
states, "The agency uses a case -screening system and specifies the criteria for
continuing and/or suspending an investigative effort." This screening can take several
forms. For example, one police agency in which the project team has experience uses
nine criteria to determine the initial disposition of a case. In the course of our research,
the project team believes the following twelve point process is most practical. If a crime
report has a preponderance of the solvability factors noted below, it should be assigned
for investigative follow-up. The twelve points are:
• Witnesses to the crime;
Knowledge of the suspect's name;
Knowledge of where the suspect can be located;
• Reasonable description of suspect;
Identification of suspect probable;
• Property with traceable, identifiable characteristics, marks or numbers;
• Existence of a significant modus operandi;
• Presence of significant physical evidence;
• Reasonable description of the suspect's vehicle;
• Positive results from a crime scene evidence search;
• Belief that crime may be solved with publicity and/or reasonable additional
investigative effort; and
• Strong possibility and/or opportunity for anyone, other than the suspect, to have
committed the crime.
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These solvability factors should be incorporated into a formal case screening
process whereby the above list, or some derivative, is used as a cover sheet on all
cases to determine whether it is an assignable case to a Detective for investigative
follow-up. For those cases requiring follow-up, the suggested prioritization, as discussed
subsequently, should be noted on the cover sheet.
Adoption of a formal screen process will ensure that for those cases with no
solvability factors checked, the maximum service received on the case is minimal and
has limited impact on staff workload. This may amount to one courtesy telephone call
to the victim advising them of their case status and the need for additional information to
continue the investigation.
Effective case screening allows for the bulk of investigative resources to be
dedicated to solvable cases, thereby allowing time to focus on solving and clearing
important crime activities. Case screening based on formal solvability factors and the
implementation of a formalized process is a best management practice that should be
adopted by VPD in the short term. Implementing this practice should be a precursor to
reducing staffing levels significantly.
(3) The Prioritization Methodology
Once a case has been screened for solvability, based on those solvability factors
checked, as well as a review of the qualitative case circumstances, the case should be
prioritized for work based on the following seven -priority rating. Prioritization of
workload has clearly been widely adopted in patrol services throughout the nation
through call priority classifications, but is used in a lesser capacity in other law
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enforcement arenas. The project team believes case prioritization is an effective
management tool to augment case screening. The seven -priority rating includes:
• Priority 1 — Felony Crime with In -custody suspect or excellent chance of arrest.
Priority 2 — Misdemeanor Crime with In -custody suspect or excellent chance of
arrest.
• Priority 3 — Felony Crime with reasonable chance of arrest.
• Priority 4 — Felony Crime with limited chance of arrest.
• Priority 5 — Misdemeanor Crime with reasonable chance of arrest.
• Priority 6 — Misdemeanor Crime with limited chance of arrest.
• Priority 7 — Courtesy phone call based on no solvability factors.
This priority system can be modified to meet the unique needs of the VPD;
however, the concept should be used as a framework for prioritizing workload, thereby
focusing detective resources on the most important cases. A 1-7 Priority should be
assigned on all case screening cover sheets as noted previously.
(4) Implement Formal Case Status Reporting Every 30-days to Facilitate
Expeditious Case Closure.
An important issue noted previously is that detectives apparently work on several
cases that are aged. As further noted, the vast majority of cases should be closed within
a 30-90 day timeframe. There is no formal process whereby a 30-day status report is
provided to detective supervision informing them of case progress and the need for the
case to remain opened or closed based upon investigative leads and case
circumstances. Such formality helps ensure cases do not languish indefinitely and staff
resources are properly dedicated to solving crimes, making arrests and clearing cases
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Recommendation: Implement best management practice case management
approaches to include the use of solvability factors at screening and ongoing
case reviews.
5. THE PRACTICE OF ASSIGNING COLLATERAL DUTIES TO DETECTIVES IS
A SOUND PRACTICE
Each Detective in Vernon is also assigned several collateral duties in the
furtherance of Department goals and objectives as well as effective administration. This
also recognizes that these staff have the capacity to take on additional work over and
above their investigative follow-up duties. Illustrative collateral duties in the Vernon
Police Department include the following:
• Internet use and policies in the Department.
• Homeland security issues and planning.
• Subpoenas.
• Company safety meetings.
• Firearms.
In addition, the Sergeant has collateral duties which include staff development,
policy development and review, industrial accident review, etc.
Recommendation: Continue the practice of assigning Detectives and the
Detective Sergeant collateral duties.
6. PARTICIPATION IN REGIONAL TASK FORCES HAS LONG TERM BENEFITS
TO THE CITY OF VERNON.
The City of Vernon participates in three (3) regional task forces dedicated to a
wide variety of law enforcement functions to the benefit of the City and region. These
include the following task forces:
• Cargo Theft Interdiction Program (CTIP) — Created in 1990, the Cargo Theft
Interdiction Program (CTIP) is a multi -jurisdictional taskforce with the chief goal
of combating cargo theft in Los Angeles County and perhaps throughout the
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State of California. VPD proactively fosters partnerships between businesses and
law enforcement.
Regional Auto -Theft Prevention (TRAP) — The Regional Auto Theft Prevention
(T.R.A.P.) is a multi -agency task force, comprised of law enforcement officers
from various Los Angeles County law enforcement agencies. California
Legislators developed T.R.A.P. in 1993 with the chief goal of combating auto
theft. T.R.A.P. Investigators purposely handle specific vehicle crimes such as
chop shops, VIN switch's, insurance fraud and the purchases of vehicles by
means of identity theft. These resources are funded entirely by the State of
California and including vehicle costs and overtime.
Southwest Border (SWB) — Formed in 1995, The Southwest Border Initiative
(SWBI) is tasked with targeting large-scale drug trafficking organizations that
utilize the U.S. southwest border as a point of entry and distribution center for
narcotics delivery. Additionally, the SWB is an investigative and intelligence
gathering body with a focus on the command and control of the drug trafficking
organizations operating within the United States. The SWB is comprised of law
enforcement officials at the Local, County, State and Federal level of
government.
Participating in these regional task forces have had a number of benefits to the
City, including the generation of over $300,000 per year in asset forfeiture seizures to
Vernon, deferment of certain law enforcement costs and reduction of crime in ways that
benefit the business and residential communities in the City and the region.
Recommendation: Continue the practice of participating in regional task forces.
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4. ANALYSIS OF SUPPORT SERVICES
The analysis of Support Services Division, which follows, includes two distinct
sets of functions and services in support of the Vernon Police Department — Records
and Communications.
1. EMERGENCY COMMUNICATIONS SERVICES PROVIDED IN VERNON.
The evaluation of dispatcher staffing needs in the Vernon Police Department is
directly related to the workload level, shift schedule and dispatchers availability. These
facts are addressed are discussed in the following sections of this chapter.
(1) Dispatch Unit Staffing and Work Schedule.
Information regarding the Vernon PD Dispatch Unit was obtained through
interviews with personnel, electronic data from the CAD system and other documents
provided by Vernon PD staff. Public Safety Dispatchers work 10 hour shifts. Public
Safety Dispatchers work 4 consecutive days of the week, followed by 3 days off. The
Vernon PD Dispatch Unit does not operate on the "team concept" so employees have
varying workdays on and days off. For most of the last fiscal year, the Dispatch Unit
staff has been Working 12-hour shifts with 3 dispatchers scheduled to each shift.
The Vernon PD Dispatch Unit authorized staffing includes 5 Public Safety
Dispatchers and a Supervisor, as follows:
Dayshift, 0600-1600: 2 Public Safety Dispatchers (including the Supervisor)
Dayshift Overlap, 1100-2100: 2 Public Safety Dispatchers
Swing shift, 2030-0630: 2 Public Safety Dispatchers
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The table below shows the actual deployment of dispatching staff based on data
provided by the Vernon Police Department.
Actual Staffing Levels - Vernon
Hour
Sun
Mon
Tue
Wed
Thu
Fri
Sat
Hourly
Avg.
0:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5:00
1.00
1 1.00
1.00
1.00
1.00
1.00
1.00
1.00
6:00
1.90
1.90
1.90
1.90
1.90
1.90
1.90
1.90
7:00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
8:00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
9:00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
10:00
0.90
0.90
0.90
0.90
0.90
0.90
0.90
0.90
11:00
1.83
1.83
1.83
1.83
1.83
1.83
1.83
1.83
12:00
1.83
1.83
1.83
1.83
1.83
1.83
1.83
1.83
13:00
1.83
1.83
1.83
1.83
1.83
1.83
1.83
1.83
14:00
1.83
1.83
1.83
1.83
1.83
1.83
1.83
1.83
15:00
1.83
1.83
1.83
1.83
1.83
1.83
1.83
1.83
16:00
0.93
0.93
0.93
0.93
0.93
0.93
0.93
0.93
17:00
0.93
0.93
0.93
0.93
0.93
0.93
0.93
0.93
18:00
0.93
0.93
0.93
0.93
0.93
0.93
0.93
0.93
19:00
0.93
0.93
0.93
0.93
0.93
0.93
0.93
0.93
20:00
0.93
0.93
0.93
0.93
0.93
0.93
0.93
0.93
21:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
22:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
23:00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Hourly
Avg.
1.18 1
1.18
1.18
1.18
1.18
1.18
1.18
1 Z18
The current staffing level varies from a low of .93 staff per hour to a high of 1.83
staff per hour, for an average deployment of 1.81 staff per hour per day.
(2) Dispatch Minimums Have Been Established.
The actual Dispatch staffing levels are always lower than the authorized levels,
due to vacancies, employees off on leaves and away at training. To provide sufficient
staff to meet a basic service level, the Police Department has established minimum
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staffing levels in Vernon. Minimum staffing levels take in account the minimum number
of staff required to handle calls for safety to protect public safety officers and citizens.
11:00-1600: 2 Public Safety Dispatchers
1600-1100: 1 Public Safety Dispatchers
Whenever on duty staffing falls below the level listed above, management will
schedule overtime to fill the vacancy.
(3) Vernon's Dispatch Has Experienced High Turnover Over the Past Several
Years.
The number of employees separating from an agency in a year impacts dispatch
units across the United States. Nationally, attrition rates for dispatchers are typically
10% — 20% annually, and in Vernon over the last three years dispatcher turnover has
been over 20%.
The recruiting, hiring and training process for Dispatchers and Supervisors often
takes over a year from the time a new employee is hired, until the completion of their
basic training program. The time it takes to hire and train new employees significantly
impacts the ability to staff Dispatch Units without requiring a significant amount of
overtime.
(4) Dispatch Leave Hours Are Comparably Low.
The number of hours of leave used by employees also impacts staffing levels.
Dispatchers are scheduled to work 2,080 hours in a year but the hours actually worked
are less, due to the number of leave hours taken by employees as well as training
hours. The project team obtained personnel leave and training hours data from staff for
FY 2011-12. The following table summarizes the availability of staff, after deducting the
average leave hours used during the year training hours.
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FY 2011-12
Hours
Total Paid Annual Work Hours
2,080
Average Leave sage
-246
Average Trainin
-24
Total Unavailable Hours
1,810
Net Work Hours
1,810
% Annual Availability
87%
Dispatch Unit staff averaged 246 hours of leave used during FY 2011-12. This is
below the 300-400 hour range commonly seen by the project team. Dispatch Unit
employees attended an average of 24 in-service training hours to meet departmental
and POST training requirements. In total, a Vernon PD Dispatch Unit employee is
working on the Dispatch floor approximately 1,810 straight time hours per year.
(6) Methodologies Utilized to Analyze Workloads.
There are several approaches that can be used to assess the staffing needs of a
public safety communications unit. These approaches include the following:
Methods that are based on comparisons with other agencies. These methods
are inconsistent because the workload, technology and service level
requirements vary tremendously among agencies.
Methods that are based on staffing a targeted number of "fixed posts" allocated
on a functional basis (e.g., call taker, law enforcement radio, etc.) are unsound,
because they do not tie staffing to actual workload.
Analysis of workload based on the number of community generated calls for
service and on the number of incoming telephone calls processed and the
number of radio dispatches.
The Matrix Consulting Group used a quantitative process for assessing
communications staffing needs based on actual workloads in the Dispatch Unit based
on the number of calls for service in the City of Vernon.
Dispatch Unit workload expressed in the number of calls for service provides a
straightforward and relatively simple method to determine required staffing levels. The
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tasks performed by a communications unit are relatively constant from one agency to
another. These tasks include:
Answering emergency, non -emergency and administrative telephone calls
(wireless and land line),
Processing community generated calls for service (a request for service from an
outside source) and Officer initiated incidents,
Radio transmissions, computer queries, related to the calls and Officer initiated
incidents,
Outbound telephone calls, and a variety of other information handling and
processing.
These workload tasks could be analyzed and calculated separately, however,
few agencies are able to track the time spent on each of these tasks. The time to
accomplish all of the above tasks is factored into the calculation of the total time
required to handle a community generated call for service. These assumptions are
critical because while most public safety agencies count community generated calls for
service, many do not count, or are not able to count, other dispatching tasks, such as
the number of radio transmissions and other activities.
The Matrix Consulting Group has converted the time required for all of these
other tasks, including the dispatching time related to Officer initiated activity, into total
minutes of workload which are expressed on a per "calf for service" basis. The
workload standards utilized in this study include:
For each law enforcement call for service, the equivalent of 8.9 minutes of call
related and officer -initiated activities are allocated. This includes time estimates
for radio transmissions, telephone calls related to the incident, records checks
and administrative tasks. The 8.9 minutes is comprised of the following
elements:
— 130 seconds (2.2 minutes) for processing a service request (citizen
generated call for service) and dispatch; or transfer to a radio dispatcher.
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This standard incorporates the fact that the same incident, and that can
generate multiple calls administrative / staff in the communications Unit
handles business calls.
— 327 seconds (5.4 minutes) of total radio transmission related activity,
calculated on a "per call for service" basis. This time represents all
workloads related to calls for service activity and administrative
transmissions.
— 77 seconds (1.3 minutes) for other tasks associated with the dispatch unit:
administrative, computerized recordstwarrants checks, updating the call
record, performing related service requests and other activities.
These time standards are then applied against known or estimated law
enforcement calls for service to calculate the total minutes of dispatch workload.
Call for service counts are distributed on a time of day basis and multiplied by the
time standards described above (8.9 minutes per call for a law enforcement call
for service). This calculation yields the total average dispatch Unit workload on a
time of day and day of week basis.
To understand workload variations, calls and dispatch Unit workloads are
calculated on a per hour basis. Finally, an allowance needs to be made regarding the
proportion of time desirable to have a dispatcher actually involved in call handling
and/or radio transmissions. There are several reasons why direct task allocation should
not be 100%, including the following:
Dispatch Units that have high utilization levels tend to "burn -out" staff and have
high levels of sick leave usage and employee turnover.
Dispatch Units that have high utilization levels experience "queuing" problems in
which responses to incoming calls and transmissions are delayed because of the
number of calls and units handled.
Quality begins to suffer because dispatchers are not able to accurately track field
units and cut calls and radio transmissions short. This impacts service to field
units and the public.
Therefore, the project team uses a task -loading factor of 30 minutes of actual
call/radio activity per dispatch employee per hour (50% utilization target). The basis of
this assumption is that one-half of every working hour should be used for direct
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CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
communications tasks (i.e., telephone calls, CAD case entries, radio dispatches,
computer related queries). Remaining minutes per hour can be dedicated to
administrative, follow-up tasks or other duties. This 30-minute factor is divided into the
hourly workload in the Dispatch Unit.
(6) Police Dispatch Workload Were Analyzed.
The project team obtained call for service workload data from the CAD system
for the 12 month period July 1, 2011 — June 30, 2012. The call for service data included
the CAD event number, date/time of initial call, location of the call, time incident entered
into CAD, time unit was dispatched, primary unit dispatched, and type of call.
(6.11) Dispatch Workload By Hour and Day of Week for All Calls.
The project team calculated the workload for Vernon Dispatch Unit and the
combined workload — a total of 18,868 calls for service. The following table shows the
number of calls for service by time of day and day of week and the breakdown of the
law enforcement related calls for service in the Vernon service area.
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Final Report of the Police Department Staffing Analysis
All Law Enforcement Calls for Service — July 2011 — June 2012
Hour
Sun
Mon
Tue
Wed
Thu
Fri
Sat
Total
Hourly
Av .
0:00
137
107
100
75
121
122
129
791
2.16
1:00
93
93
82
58
81
89
108
604
1.65
2:00
89
74
93
64
81
86
70
557
1.52
3:00
73
71
71
64
61
67
54
461
1.26
4:00
58
56
52
42
53
54
51
366
1.00
5:00
63
65
49
40
39
46
46
348
0.95
6:00
50
1 42
41
1 40
41
29
33
276
0.75
7:00
105
116
118
174
89
80
73
755
2.06
8:00
156
188
210
220
171
128
117
1190
3.25
9:00
156
167
157
195
108
120
144
1047
2.86
10:00
163
190
153
187
126
158
176
1153
3.15
11:00
163
152
146
155
114
140
163
1033
2.82
12:00
152
153
136
146
110
96
128
921
2.52
13:00
105
159
164
183
114,
122
152
999
2.73
14:00
124
142
141
133
128
140
129
937
2.56
15:00
120
123
115
131
120
117
135
861
2.35
16:00
127
121
128
127
95
99
121
818
2.23
17:00
109
105
110
127
94
117
113
775
2.12
18:00
89
83
95
68
58
70
74
537
1.47
19:00
1113
135
100
119
102
108
97
774
2.11
20:00
116
125
93
128
139
148
139
888
2.43
21:00
128
127
137
130
154
151
136
963
2.63
22:00
le
_123_L121
121
136
135
157
T5 —9
23:00
131
15
F-1-
QR
19r
11
The Vernon PD Dispatch Unit handled 18,868 calls for service in FY 2011-12,
approximately 52 per day.
(6.2) Staffing Requirements Based on Hourly Projections.
Based on this number of community generated calls for service and an estimated
time requirement of 8.9 minutes per law enforcement call, and a 50% employee
utilization factor, the following table shows the staffing that was needed in the Vernon
Dispatch Unit to handle the average hourly workload.
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Final Report of the Police Department Staffing Analysis
Staffing Required to Handle the PD Call for Service Workload - Vernon FY 11 -12
Hour
CFS
Minutes
Avg.
CFS/Hr.
Av . Min/Hr.
Staff
Needed
50%
0:00
791
7,040
2
19
0.6
1:00
604
5,376
2
15
0.5
2:00
557
4,957
2
14
0.5
3:00
461
4,103
1
11
0.4
4:00
366
3,257
1
9
0.3
5:00
348
3,097
1
a
0.3
6:00
276
2,456
1
7
0.2
7:00
755
6,720
2
18
0.6
8:00
1,190
10,591
3
29
1.0
9:00
1,047
9,318
3
25
0.8
10:00
1,153
10,262
3
28
0.9
11:00
1,033
9,194
3
25
0.8
12:00
921
8,197
3
22
0.7
13:00
999
8,891
3
24
0.8
14:00
937
8,339
3
23
0.8
15:00
861
7,663
2
21
0.7
16:00
818
7,280
2
20
0.7
17:00
775
6,898
2
19
0.6
18:00
537
4,779
1
13
0.4
19:00
774
6,889
2
19
0.6
20:00
888
7,903
2
22
0.7
21:00
963
8,571
3
23
0.8
22:00
952
8,473
3
23
0.8
23:00
862
7,672
2
21
0.7
Total
18,868
Average 1
6,997
2
19
As shown above, an average of 0.2 to 1.0 Dispatch Unit staff was required to
handle the average workloads for FY 2011-12. The following points summarize:
The Dispatch Unit handled 18,868 calls for in FY 2011-12. Workload ranged
from a low of about 7 minutes per hour during the early morning hours, to a high
of 29 minutes per hour in the late afternoon.
Average workload per hour is approximately 19 minutes.
The workload requires an hourly average of about 1 Police Dispatcher.
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Final Report of the Police Department Staffing Analysis
Although the total staffing required to handle the average call taking and
dispatching workload of the Vernon Dispatch Unit is 1 positions, one Dispatcher will not
be able to handle all of the required tasks during peak workload times when multiple
calls are received in a short period of time.
Additionally, workload demand is not the only factor that should be considered
when establishing staffing levels. Other factors include additional (non -dispatching) job
functions and the need for breaks during a shift. As a result, a minimum staffing level of
one during non -peak hours and two during peak hours in the Vernon PD Dispatch Unit
is recommended for the following reasons:
To ensure that concurrent police incidents could be handled.
To handle the telephone call volume and radio traffic volume during peak hours.
To ensure that one position could be dedicated to a high priority call without
eliminating the ability of the Unit to handle routine business.
To handle the additional phone calls that will come in to the Dispatch Unit after
normal business hours.
To continue to answer the business phone lines.
To provide coordination of mutual aid.
To provide a high level of service to internal and external customers.
To provide shift relief and breaks.
To reduce dispatcher burnout.
In the Vernon PID Dispatch Unit, the average minimum staffing level is 1.5
Dispatcher (2 peak/1 non -peak).
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Final Report of the Police Department Staffing Analysis
(7) Total Staffing Requirement
The table below shows the number of Public Safety Dispatcher/Senior positions
needed to fill the minimum hourly average of 1.5 positions.
Staffing Level
Hours
Position
Position
-
1.5
Hours Required to fill a 24 hr position
8760
-
Average annual hrs worked/employee
1,810
Staff required to fill a 24 hr position
5
-
Sub -total of staff required
-
7
Ll 0 Hour Shift factor (Inefficiency Factor of 25%)
1.8
�urnover 2 �00%
0.4
1 Total Staff Required
9+
While this staffing level is not ideal, officers often come in to cover breaks for
dispatchers when only one is on duty.
The 2012 authorized staffing level in the Vernon PD Dispatch Unit is 6 positions:
5 Dispatchers and I Supervisor plus an occasional part time position so the current
authorized versus need is an issue. The City of Vernon, like all small dispatch centers
has a choice because low workloads do not support efficient shift coverage levels —
either function inefficiently and not cost effectively or merge with a partner who can help
it better absorb spare capacity. The City of Vernon, then, should examine regional
dispatch opportunities.
Recommendation: Increase staffing in the unit by three additional Dispatchers to
meet the one non -peak and two peak staffing level without excessive use of
overtime and the use of police officers to cover a console.
2. RECORDS SERVICES ARE PROVIDED BY TWO SUPERVISORS AND TWO
TECHNICIANS.
The Records Section in the Vernon Police Department is responsible for
responding to arrest report distribution, background checks, citation entry, field interview
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Final Report of the Police Department Staffing Analysis
cards, front counter contacts, incident reports, mailing/faxing, validation lists, parking
cites, scanning documents, telephone calls, tow yard confirmation list, and warrant
notices. The Section is staffed with 4 full time equivalent staff. All Record Section
employees are civilian positions.
(1) Records Unit Staffing and Work Schedule.
Information regarding the Vernon PID Records unit was obtained through
interviews with personnel, electronic data and other documents provided by Vernon PID
staff. Records staff, when at or near full staffing, work a 10-hour shift from 0700-1730.
Records professionals work 4 consecutive days of the week, followed by 3 days off,
typically Friday -Sunday. The Vernon PID Records Unit operate on the "team concepV
(where several Records staff, having the same Senior, work together as a "team"), so
the employees have same workdays on and days off.
The Vernon PID Records Unit shift deployment for the 4 Public Safety Records
staff, two per team, on opposing days off between 0700 and 1730.
The tables, below, show the deployments for authorized and actual Records staff
for the past year.
Authorized Staffing Level - Vernon (FY 11-12)
Position
Mon
Tue
Wed
Thu
Fri
Sat
Sun
Supervisor
1.0
1.0
1.0
1.0
0.0
0.0
0.0
Supervisor
1.0
1.0
1.0
1.0
0.0
0.0
0.0
Tech
1.0
1.0
1.0
1.0
0.0
0.0
0.0
Tech
1.0
1.0
1.0
1.0
0.0
0.0
0.0
Total Avg. ,
4.0
1 4.0
4.0
, 4.0
0.0
, 0.0
0.0
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Final Report of the Police Department Staffing Analysis
Actual Staffing Level - Vernon (FY 11-12)
Position
Mon
Tue
Wed
Thu
Fri
Sat
Sun
Supervisor
0.8
0.8
0.9
0.9
0.0
0.0
0.0
Supervisor
0.5
0.9
0.5
0.4
0.0
0.0
0.0
Tech
0.9
1.0
1.0
0.9
0.0
0.0
0.0
Tech
0.9
1.0
1.0
0.8
0.0
0.0
0.0
Total Avg.
3.0
3.6
3.4
2.9
0.0
0.0
0.0
The number varies from a low of 2.9 staff on Thursdays to a high of 3.6 staff on
Tuesday, for an average deployment of 3.2 staff per day.
(2) Key Strengths of the Records Unit.
The project team compared organization, staffing and key practices of Records
Unit. Presented below are key strengths in the Records Unit.
Automated systems are integrated to reduce duplicative work efforts and to
increase efficiencies with respect to processing of reports and documents.
Additionally, field services personnel utilize in -vehicle laptops and work stations
to write and submit reports to supervisors, who then electronically submit reports
to Records Unit.
Records Unit personnel staff the front counter and process requests for records
at the counter, by fax, mail, etc.
Records Unit has a records purging program to ensure compliance with State
Federal regulations.
All Records Section employees are crossed trained for any task assigned.
The following table provides authorized as well as current staffing in the Records
Unit. Also included in the table are brief descriptions of work assignments:
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Final Report of the Police Department Staffing Analysis
Unit
Auth.
Current
Responsibilities
Supervisor
2
2
Supervisors are responsible for daily management of the
Unit's operations. Key responsibilities include:
Technicians
2
2
• Responsible for reviewing all approved reports.
• Perform quality control on all officer reports, including read
all reports, review charges, change crime codes.
• Process data for UCR required reporting.
• Responsible for validating data in the system.
• Review monthly reports, research open complaints, remove
cases as approved, etc.
• Confirm NCIC 'hits' during business hours.
This Unit is responsible for staffing the front counter,
processing requests for reports, etc:
• Receive and process requests for reports. Including mail,
phone and walk-in requests.
• Receive and process payments for requests.
• Conduct background checks as needed.
• Provide statistics to the public as needed.
This Unit is responsible for document imaging:
• Responsible for imaging documents.
• Receive paper documents.
• Prepare packets for imaging.
• Scan documents,
• Review scans for quality control.
• Attach case number to each scanned document.
(3) Summary of Workload Elements Employed in the Matrix Consulting
Group's Records Unit Analytical Model.
The primary duties of Records relate to responding to arrest report distribution,
background checks, citation entry, field interview cards, front counter contacts, incident
reports, mailing/faxing, validation lists, parking cites, scanning documents, telephone
calls, tow yard confirmation list, and warrant notices. In calculating the time expended
on these primary duties, the project team calculated an estimated availability of 81%
based on data provided by the Department for the average staff member in the Records
Unit to account -for leave usage, training, administrative duties, etc. This results in 1,685
net hours per FTE. The following table provides an analysis of the time expended in the
primary Records functions:
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Final Report of the Police Department Staffing Analysis
Est. Avg.
Minutes
Total
Assignment
Source
Count
Per Task
Time
Arrest Report Distribution
Total excludes packages prepared 6-y—
278
25
6,950
the Detective Bureau
Background/Records
182
—25
—4,550
Checks
Citation Entry
Combined total for notices to appear
5,179
45
233,055
and
parking citations
Field Interview Cards
45
25
1,125
Front Counter Contacts
Total based on tracked cash
670
25
16,750
transactions:
report copies, vehicle releases,
vehicle inspections
Incident/Crime Reports
Includes vehicle reports (CHP 180
2,220
45
99,900
"RMS Validation"
forms) and
traffic collisions
Insurance Mail/Report
414
25
10,350
Faxing
NCIC Validation Lists
Total based on number of stolen
64
25
1,600
vehicle victim contacts
Parking Citation Payment
Number of data field updates in RM—S
692
25
17,300
Log
Scanning Reports &
Includes arrest reports, traffic
902
45
40,590
Associated Documents
collisions, dispositions, stolen
"Optical Imaging"
vehicles and courtesy reports only
Telephone calls handled
Based on June 2012 only; data from
289
10
2,890
(internal and external)
I.T. Department
Tow Yard Confirmation
Preparation; report, tracking and
—314
45
14,130
List
RMS updates. Grand total of all
reports on eleven lists (no Sept.
2011)
Warrant Notices
Verification, letters and data entry;
53
45
2,385
Excludes citation and served
warrants
Total FTE Minutes
461.576
Total FTE Hours
FTE Available Before Leave
FTLAva LIMle After Leave
1,686
umber of FTff;S Required Based on Above Workload*
4
uuv� Fivi inciude anciiiary auties or time committea 10 other undocumented tasks.
The table above indicates that the primary workloads of the Records Unit require
approximately 4 full time equivalent staff. It should be noted, however, that these
individuals perform duties that are not accounted for in what have been termed primary
duties. Furthermore, even the primary duties outlined above do not occur in a linear
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Final Report of the Police Department Staffing Analysis
fashion, but rather rise to peaks and subside during the day and the amount of tired
required to complete each task. Finally, the Supervisors of the Unit should have some
part of the day allocated to providing oversight and quality control over the processes of
the Unit.
(4) Records Unit Were Analyzed to Best Practices.
The project team evaluated the Records Unit to standards that are State and
nationally recognized benchmarks of best practices for the specific discipline of Records
Unit. The standards provide templates with methods for reaching administrative and
operational goals. Study findings show VPD Records Section meets recognized
benchmarks. The following table compares the best practice, VPD standard and
potential improvements, if applicable.
Performance Target
Vernon PD
Areas to Improve
Are Patrol personnel utilizing in
Computers with access to RMS
vehicle computers for dispatch
are the standard. VPD Officers
information and developing
prepare written reports via the
report narratives, etc.?
RMS.
RMS (records management
RMS systems are fully
systems) are integrated and
integrated and automated.
automated.
Records staff are available to
This Unit has personnel
handle customer requests.
dedicated to a public counter.
who are responsible for
processing all public requests
for records. All personnel
assigned to Records Unit are
cross -trained to staff the counter
or perform other tasks within this
office.
Records are maintained in an
VPD records are maintained in
area secure from the public and
an area secure from the public
staff.
and staff. "Proximity cards" are
used for additional security
measures and to enable to track
staff access.
Record, requests are processed
Whenever possible, records
within an hour of a request.
requests made at the public
counter are filled immediately. A
second option for receiving
information available through
VPD's website.
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Final Report of the Police Department Staffing Analysis
— Performance Target
Vernon PD
Areas to Improve
Records purging and destruction
VPD has a formal policy
proceeds per state guidelines.
regarding record retention and
purging. This complies with
guidelines established by the
State of California.
Records personnel are civilians.
Personnel of the Records Unit
are civilian employees.
The cost of taking and
The Department charges 20
processing records requests,
cents a page for a report, $1.75
"tow's" for residents, etc. is
for a certified report.
recovered through fees.
Recovered Stolen: None
Impounded: $100.00
DUI impounded: $230.00
I
Stored: None
(6) Summary of Key Aspects Were Reviewed.
The Project Team's overall analysis of the preceding information is that VPD's
Records Unit currently has staffing to accomplish its mission and goals. The VPD
Records Section has a high level of professionalism among its members. The following
points summarize key aspects relating to the Records Unit.
4 FTE positions are authorized in the FY 2011 / 2012 budget for the Records
Section. All employees are civilian.
The Section serves as the primary point of contact for public requests for public
records, including accident and crime reports. Vernon Police Department
charges for public records and vehicle releases.
Perform quality control on all officer reports, including read all reports, review
charges, change crime codes, as needed etc.
Conduct background checks as needed.
Reviews local and national crime activity to ensure correctness.
Overall, the organization and role of the Records Section is adequately given the
size of staff and responsibility.
Recommendation: Make no changes to the staffing or base procedures of the
Records Unit.
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Final Report of the Police Department Staffing Analysis
3. PROPERTY AND EVIDENCE CONTROL COMPLIES WITH INDUSTRY
STANDARDS.
The Property and -Evidence function is staffed with the Court Officer (a civilian
position) who maintains strict procedurally driven, measures for receipt, handling,
security, disposition of property and property room inventory / audit schedule. The
property locker is contemporary in terms of being alarmed, having adequate
refrigeration, bio-hazard and flammable storage, appropriate areas to book property,
and specific storage for property that by their very nature require extra protection,
security and handling precautions such as money, precious metals, jewelry, firearms
and narcotics.
Recommendation: Make no changes to the staffing or base procedures of the
Property and Evidence function which includes Department coordination of
judicial processes.
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Final Report of the Police Department Staffing Analysis
5. ANALYSIS OF THE ORGANIZATIONAL
STRUCTURE
In order to evaluate the organizational structure of the Vernon Police
Department, the project team first identified the criteria by which the organizational
structure would be analyzed. The paragraphs, that follow, describe those criteria as
well as describe what is meant by each of them:
Frequency of Contact: With what other units does the unit in question have the
most frequent contact? Does it have frequent contact with the units with which it
is currently organized? Are there other units outside of its current organizational
niche with which it has more frequent contact?
Types of Contact: Do the contacts involve the sharing of resources (personnel
or equipment)? Are the contacts administrative in nature? Do they involve the
passage of paperwork from one unit to the other?
Extensiveness of Interactions: Are the interactions frequent but
inconsequential (i.e., daily passing of time sheets would not be given as much
weight as responding to automobile accidents). Are the interactions going to
have an impact on the safety or the quality of life for those in the facility?
Connection of Actions: Do the units exhibit an organizational dependency on
one another? Would it be more difficult for one unit to do its work if there were
some separation / attachment?
Administrative Paper Flow: Is there an immediate need for the units to be
attached organizationally to ensure the smooth flow of critical paperwork (for
example, payroll making its way to Finance is not a justification for having every
unit attached to Finance).
Support Versus Operations: Have functions that support more than one
operational unit been grouped together? Are there clear and reasonable
divisions among operational units?
Each of these criteria, individually, would not provide enough information to make
a decision about the appropriate placement of an organizational unit. As a group,
however, they provide the information required by the project team to come to
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Final Report of the Police Department Stafflng Analysis
conclusions about the current organizational structure and to make recommendations
for any improvements. These criteria provide a formal, analytical structure for
assessing the organizational structure of public sector agencies.
The chart, below, depicts the current organizational structure of the Vernon
Police Department. The points following the chart describe and evaluate this
organization:
Police
I Chief I
Lieutenant
Investigations
Captain
Lieutenant Lieutenant Lieutenant Records Manager
Patrol I I Patrol I I Support Services I I
The following key points summarize the key findings when reviewing the
organizational structure:
The Police Department is organized along lines of services: Patrol and traffic
under two Lieutenants, Detectives under a Lieutenant, support services (dispatch
and administrative functions) reporting to a Lieutenant and a Records Manager.
Ail of the mid managers in the VPD report to the Captain, the operations
commander, with the exception of the Investigations Lieutenant who reports
directly to the Chief.
Units are well organized considering the other criteria described below:
Frequency of Contact: Units are grouped together according to their
most frequent interactions.
Types of Contact: There are no issues with the types of interactions
between units and the way in which they are grouped organizationally.
Extensiveness of Interactions: As above, organizational units are
grouped logically given their interaction with one another.
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Final Report of the Police Department Staffing Analysis
Connection of Actions: Currently, there are no organizational units that
face undue operational challenges due to their placement within the
overall organizational structure of the Police Department.
Administrative Paper Flow: Support functions report to a civilianized
management position, the Records Manager, allowing for specific focus
on these issues.
The table, below, provides a graphical assessment of the current organizational
structure. Note the Y' mark in a box indicates that the organizational unit meets that
criteria described in the preceding section of the report.
Organizational
Unit
Authority
Span of
Control
Based on
Work Flow
Similar
Titles I
Similar
Duties
Patrol
Investigations
I/
V
Support ervices
Records
The paragraphs that follow provide a summary of the project team's findings and
conclusions regarding the current organizational structure of the Vernon Police
Department:
The Captain should be the day-to-day manager of all operations within the Police
Department. The Chief should focus on city, community and overall
departmental issues. The Lieutenant of Investigations, then, should report to the
Captain.
There are span of control issues within each function of the Department — spans
of control are narrow, generally 1:2-3. There is no easy way around this issue
while retaining the functional specificity of the organizational structure.
The Records Manager position should report to the Lieutenant for Support
Services to bring under one commander responsibility for all administrative
functions in the Department.
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Final Report of the Police Department Staffing Analysis
While the organizational criteria table above indicates that span of control issues
exist in the Department, all small departments have this issue because of the need for
command presence over functions and shifts in spite of the low numbers of staff
supervised.
These recommendations would simplify the organization of the Department and
better meet the organizational criteria outlined at the beginning of this chapter.
Recommendation: Reorganize and simplify the command structure of the Vernon
Police Department, bringing the Investigations Lieutenant under the Captain and
the Records Manager under the Support Services Lieutenant
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6. ANALYSIS OF THE FEASIBILITY OF PROVIDING
POLICE SERVICES TO THE CITY OF MAYWOOD
In this chapter of the report is provided the project team's initial assessment of
the feasibility of the City of Vernon providing police services to the City of Maywood
under a service contract or agreement. The first section, which follows, provides a
description of Maywood's current contract arrangement with the Los Angeles County
Sheriffs Office.
1. SUMMARY OF CONTRACT TERMS AND PROVISIONS.
The Since July 1, 2010 to June 30, 2014, the City of Maywood has been
contracting for law enforcement services from the Los Angeles County Sheriffs Office.
The table below summarizes the provisions of the current agreement:
Summary of Law Enforcement Contract Terms
— Contract Area
Summary of Terms
Length of Term
From July 1, 2010 through June 30, 2014
General Services
The County shall provide law enforcement services, including (if requested by
Provided
City) supplemental security support, supplemental sworn officer support, and
supplemental profe sional civilian support staff.
Management and
The Sheriff or his designee shall serve as Chief of Police of the City and shall
Supervision
perform the functions of the Chief of Police at the direction of the City.
Standards of performance, the discipline of officers, and other matters incident to
the performance of such services and the control of personnel so employed shall
remain with the County.
Staff Selection and
The most recent dated and signed SH-AD 575 Deployment of Personnel form
Deployment
attached to the contract shall be the staffing level in effect between the County
and the City.
Supplies,
The County shall furnish and supply all necessary labor, supervision, equipment,
Resources and
communication facilities, and supplies necessary to maintain the agreed level of
Equipment
service. The City may provide additional resources for the County to utilize in
performance of the services.
Matrix Consulting Group Page 61
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Contract Area
Summary of Terms
Contract Terms &
The term of this Agreement shall be from September 1, 2009 through June 30,
Renewal
2014, unless sooner terminated or extended as provided for herein.
The Agreement may be renewed or extended for successive periods not to
exceed five (5) years each.
Nine (9) months prior to the expiration of this Agreement, the parties shall meet
and confer in good faith to discuss the possible renewal or extension of the
contract.
The parties shall reach an agreement as to the terms of any renewal or
extension period no later than six (6) months prior to the expiration of this
greement.
Termination
The Agreement may be terminated at anytime, with or without cause, by either
Agreement
party upon written notice given to the other party at least one hundred eighty
-(180) days before the date specified for such termination.
Billing Rates
The City shall be billed based on the service level provided within the
parameters the Los Angeles County Sheriffs Department SH-AD 575
Deployment of Personnel form.
The cost of other services requested not set forth in the Los Angeles County
Sherift's Department SH-AD 575 Deployment of Personnel form should be
I
determined by the Auditor -Controller.
Payments
The City within ten (10) days after the close of each calendar month shall be
served an invoice which covers all services performed during said month, and
said City shall pay County for all undisputed amounts within sixty (60) days after
date of said invoice.
2. ANALYSIS OF OPPORTUNITIES FOR CONTRACTING WITH MAYWOOD.
This section provides the analysis for contracting police services with Maywood.
Patrol labor requirements for Maywood.
Service level commitments.
Management staffing and organizational structure.
Personnel salaries, benefits, operating costs, comparison of service costs and
benefits with providing police services to Maywood.
The information utilized on the subsequent pages were based upon the project
team's experience working with law enforcement agencies, comparative organizational
and operational data, as well as the current structure and organization of the Police
Department under the current contract.
Matrix Consulting Group Page 62
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
(1) Calculation of Patrol Labor Requirements for Maywood.
The model below shows our patrol labor staffing requirements for Maywood. The
patrol calculations are based on the number of minutes allocated to all calls for service
based on an estimated 80% availability factor for patrol staff (the number of paid hours
for patrol staff minus leave, training, on -duty court time, etc).
1. COMMUNITY GENERATED WORKLOADS
Calls for service
5,673.00
Handling Time (Target of 30 Average Minutes per Call for Service)
2,836.50
Back up Rate (Target of 0.50 Back -Up Units per CFS)
0.50
Handling Time for Back Up Units (Target of 75% of Initial handling time)
0.38
Total Time for Back Up Unit CFS Handling
900.38
Number of Reports (Estimated at 25% of all CFS)
1,418.25
Total Time for Report Writing (Target of 60 Minute Average)
1,418.25
Number of CFS Arrests / Bookings (Based on LA County Arrest Statistics for 2011)
809.00
Time to Process CFS Arrests I Bookings (Estimated 1.5 hours)
1.50
Total Time for CFS Arrests / Bookings
1,213.50
TOTAL TIME TO HANDLE COMMUNITY GENERATED WORKLOADS
6.368.63
2. TIME FOR PREVENTIVE PATROL AND OFFICER INITIATED ACTIVITY
50% of Available Time
6,368.63
3. TOTAL TIME REQUIRED FOR REACTIVE AND PROACTIVE ACTIVITIES
50% of Available Time
12,737.26
4. PER OFFICER AVAILABILITY
Net hours worked
2,080.00
Net hours lost on shift (Estimated Lunch, briefings, court, etc.) @ 80%
416.00
Net hours worked each year
1,664.00
6. OFFICERS REQUIRED TO HANDLE WORKLOADS
50% of Available Time
7.65
6. OFFICERS REQUIRED PLUS 10% ATTRITION
50% of Available Time
8.42
A review of the preceding exhibit shows that the Maywood Police Services would
have the. following staffing requirements based on the assumptions provided by the
project team's national experience conducting hundred's of police staffing analysis:
Section 5 of the patrol -staffing model shows that the workload for Maywood
would require 7 patrol officers (no sergeants) at 50% proactive levels of
enforcement.
Matrix Consulting Group Page 63
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Section 6 of the patrol -staffing model shows that figure increases to 8 positions at
50% proactive time when an allowance is made for covering attrition, new hire
training, etc.
This figure would result in no change, overall, in the number of personnel
recommended by our firm and the recommended patrol labor commitment
provided by the LA County Sherifrs Office, as shown, below:
Element
Count
Staffing for Workload/Proactive Time @ 50%
7
Adjustment for Attrition
Patrol Staffing Model Total
Current Patrol Staffing (LA County Sheriffs Office)
8
Variance
0
This would result in a no change in law enforcement positions with no additional
patrol positions required to handle the above workloads should the City of Maywood
withdraw from the current police services contract. Essentially, this is accomplished by
converting currently extraordinary levels of proactive time in Vernon to service to the
City of Maywood.
(2) Analysis of Expected Service Level Commitments and Other Needs
Relating to Service Delivery to Maywood.
The project team assumes the same level of contract positions would be shifted
from the Los Angeles County Sheriffs Office to the City of Maywood, which equals 9
full-time positions and 9 support (overhead) positions as follows:
Matrix Consulting Group Page 64
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
# of Contract
# of Shared
Service Area
Personnel
Cost
Staffing Approach I General Functions
Positions
Department
Chief
Assumed to be a nominally shared cost at 10%
Management
charge to Maywood.
Contract City
1 Lieutenant
The Lieutenant provides overall leadership,
Management
direction and management of services in
Staffing
Maywood and has a significant role in daily
operations. The Lieutenant functions primarily as
a "Team Leader" to address concerns in
Maywood.
Patrol Staffing
6 Sergeants
Field Supervision 24/7 provided by existing
Sergeants. Assumed to be a shared cost equally,
reflective of deployments and calls for service.
8 Officers
Based on current staffing deployed to handle
community generated calls'for service workload
as well as the time requirements necessary for
proactive duties (i.e., directive patrol, traffic
enforcement, etc.) and a 50% availability rate for
Officers.
Investigations
I Detective
3 Detectives
Tasks include investigation of cases referred to
investigations, persons and property; investigate
all of the cases that are related to juvenile
offenders (both person and property crimes) child
abuse, sexual assault crimes; participate in
monthly task for operations (vehicle theft, sex/drug
registrant audits); conduct crime trend analysis to
provide information for pro -active approach to
preventing and reducing crime; education of the
public on crime prevention methods. Assumed
that only the 4" Investigator is a direct cost to
Maywood with the others shared on a 1/3 versus
2/3 basis.
Non -Sworn
3 Civilians
Providing the key administrative support and
Support Staff
management of the Maywood Police Services
including processing correspondences, supporting
the "Team Lead", and assisting in other activities.
3 Dispatchers
6 Dispatchers
There is sufficient dispatcher capacity to handle
additional calls for service generated by Maywood
with the new positions recommended earlier in
this report — the number of dispatchers is
assumed to be 8 and a Supervisor.
Assumed to be a shared cost proportionally based
on calls for service.
I TOTAL 1
6 Contract Positions
lWatrix Consulting Group Page 65
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
As is evident from the table, above, there are five (5) new positions and
associated costs which are 'direct charges' to Maywood — Commander / Lieutenant, an
investigator and three (3) dispatchers; there are other positions and costs which are
'indirect charges' to Maywood — Department management, other investigators and
support costs (records and dispatch).
As the table shows, there are several 'shared' positions in the new regional
organization, including:
Patrol — eight positions are shared with Maywood, essentially transferring excess
proactive time from Vernon to Maywood.
Detectives — in addition to the one directly charged position, the three remaining
detectives in Vernon would be available to handle Maywood cases.
Records — existing (and, as recommended, augmented records staff would also
handle Maywood reports.
Command — command staff (watch commanders, Captain and Chief would also
be responsible for Maywood.
The staffing level will provide an enhanced level of police services than that
stated in the current contract.
The organization chart, below, shows the direct staff who would be working with
Maywood under contract to the City of Vernon.
Matrix Consulting Group Page 66
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
Lieutenant
1 FTE
Detective
Day Sergeant Night
I I Sergeant
Patrol Officer Patrol Officer
4 FTE I H 4 FTE
(3) Personnel Salaries, Benefits, and Operating Costs for Personnel.
The following table estimates the salary, benefit, and operating costs of the
proposed Maywood Police Services contract with Maywood — this table represents the
project team's estimate of what Maywood would contract for with Vernon:
Classification
# of
Positions
Salary &
Benefits per
Position (Mid)
Total Salary /
Benefits for All
Positions
Direct Positions
Lieutenant
1
$164,220
$164,220
Police Officer
8
$123,678
$989,424
Detective
1
$123,678
$123,678
Dispatchers
3
$61,590
$184,770
Total
10
$1,462,092
Indirect Costs
Estimated Overtime Cost (@ 10% of P.O. Salaries/Benefits)
$111,310
Liability @ 4% of Salaries/Benefits (Sherifrs Office Match)
$58,484
Chief and Captain (@ 10% of Salaries/Benefits)
$43,264
Sergeants (at 50% of Field Sergeant Salaries/Benefits)
$447,759
Detectives (33% of 3 Detectives)
$123,678
Support (50% of Records and Dispatcher Positions)
$465,546
Overhead (15% of all other costs)
$214,070
Total
$1,464,110
Total Vernon -Maywood Contract
$2,926,202
Total LA County Contract (2012)
$3,200,228
Difference to Maywood
($274,026)
Matrix Consulting Group Page 67
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
As shown above, the total estimated annual budget for the Maywood contract
would be approximately $2.9 Million, and based on the following:
Directly contracted service positions including:
— A Lieutenant who essentially serves as the Maywood Chief of Police.
— A Detective directly allocated to Maywood.
— Three (3) dispatchers allowing for two (2) dispatchers per shift.
Indirectly contracted / shared positions in whole or in part, including:
— Eight (8) patrol positions plus shared field Sergeants.
— Three (3) detectives.
— Records staff.
— Command positions.
The mid -step salary is utilized for each directly contracted position based on
current City of Vernon PD salaries.
For the benefits percentage, approximately 33% was added to the base salary
for all sworn personnel (based on benefit average actual benefits for Vernon
staff).
The project team factored 10% of salaries and benefits to provide estimated
overtime costs for Maywood, which are assumed to cover all overtime regardless
of cause (e.g., court related or shift related).
As calculated above, a 4% liability factor was added, or $58,484.
Shared staff allocations include thefollowing:
— 10% of the cost of the Chief and the Captain, or $43,264.
— 50% of the cost of Patrol Sergeants, or $447,759
— 33% of the cost of base Detectives, or $123, 678.
— Based on equal allocations of support staff (records and dispatch),
$465,546 was added.
Matrix Consulting Group Page 68
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing
The project team used a 15% overhead charge on direct labor of $214,070. This
cost is assumed to cover is the additional financial impacts of other support
services such as vehicle maintenance as well as the impacts on other City
departments such as Human Resources and Finance.
Not included in this initial feasibility cost are the following:
Facility, acquisition and maintenance for a Maywood substation.
Vehicle acquisition costs, though as noted above maintenance is assumed to be
included in the 15% overhead charge.
As shown above, the estimated cost for Vernon to contract for law enforcement
services with the City of Maywood is approximately $2.9 Million (versus its current cost
of $3.2 Million).
The benefits of contracting with Maywood, as follows:
The contracting entity is another "City" that has similar needs and concerns in
operating a municipal police department.
Contracting with another law enforcement agency allows Vernon to leverage the
resources of its Police Department.
Existing partnerships with other law enforcement agencies (e.g., mutual aid)
would remain intact.
A 15% surcharge on direct labor offsets operating costs for the City of Vernon.
The City of Vernon has a clear choice in this analysis — either to retain
extraordinarily high proactivity levels within the City while attempting to find ways to
make this time more productive or transfer this underutilized time and staff capacity to
serve the City of Maywood. Contracting with the City of Maywood offers the opportunity
to defray significant law enforcement costs to the City while. better utilizing police
resources.
The City of Vernon in this scenario would allocate the cost of underutilized
positions to Maywood equivalent to $2,284,000.
Matrix Consulting Group Page 69
CITY OF VERNON, CALIFORNIA
Final Report of the Police Department Staffing Analysis
These deferred costs would increase to $2.4 million if the 4 th detective is
included.
To provide these services would require Vernon to add $642,402 in new position
costs — the Lieutenant, the detective and three (3) dispatchers plus these
positions' overtime and risk management costs. These new positions would be
direct -bills to Maywood.
Recommendation: As a result of this initial feasibility analysis the City should
take steps to pursue this option.
Matrix Consulting Group Page 70
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