HomeMy WebLinkAbout56-Police Department
Q"TY OF $AN BER~ROINC': - MEMORANor"'\1
To
Daniel A. Robbins, Chief of Police
From Wayne Harp
Assistant Chief
Date J
une 18, 1990
Subject Recommendation to Council legislative Review
Committee Reference Increased Police Staffing
Approved
Date
1. PROBLEM
The City of San Bernardino is presently faced with concerns
reference the del ivery of pol ice SerV1CeS. These concerns
i nc 1 ude :
1. A.dramatically increasing crime rate.
2. An increase in the time it takes police to respond to
calls for service.
3. Inadequate police visibility on the streets.
4. Serious problems in records management and retrieval.
5. Problems in the areas of police officer recruitment and
retention.
The creation of a speci a 1 assessment di strict for enhanced
pol ice services has been proposed. It is estimated that
$2,000,000 annually would be generated by this district. These
funds would then be used to aUQment existing police services
and thus deal with the aforementloned problems.
11. RECOMMENDATIONS
Focusing on the identified problems associated with the
delivery of police services, the following recommendations are
designed to cost efficiently address those identified needs.
1. Patrol Division
A. Personne 1
10 sworn police officers - $465,980
1 sworn police sergeant - 71,471
7 police records clerks 165,032
B. Equipment
Four fully-equipped black and white police units -
$69,092
Three fully-equipped community service representative
vehicles - $30,000
TOTAL:
$801,575
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Page 2 .
Recommendation to Council legislative Review
Committee Reference Increased Police Staffing
2. Investigations Division
A. Per sonne 1
One police sergeant and four police officers to form
a third narcotlcs enforcement team - $257,860
Nine community service representative lIs - $258,714
One typist clerk II - $21,362
B. Equipment
Four community service representative cars - $40,000
Two unmarked police units and radios - $20,000
TOTAL: $597,939
3. Services Division
A. Personne 1
Four police records clerks - $94,304
TOTAL: $94,304
TOTAL FOR All DIVISIONS: $1,493,818
III. FINDINGS
An October 1988 study of Patrol Division manpower needs
demonstrated that our patrol personnel had, at that time,
approximately one hour per day for preventative patrol. This
hour being broken down into segments as brief as 10 minutes.
In order to bring the percentage of time available for
preventative patrol up to the IACP and POST recommended level
of 33 percent, the hiring of 19 additional pol ice officers,
along with the filling of four unfunded vacancies, was
recommended in the 89/90 budget. Thi s expanded program was
deleted from the budget.
Since the time of the October 1988 study, tota 1 call s for
service have increased by 3.8 percent, emergency and priority
one calls have increased by 20.1 percent, and the overall crime
rate has increased by approximately 20 percent. Durin9 this
same time peri od, overall response times to a 11 ca 11 s for
services have increased by 10 percent. However, the response
times to priority three calls (serious crime reports where no
suspects are present) have increased by 24.4 percent. This,
the need for additional personnel articulated in the October
1988 report has certainly increased.
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Daniel A. Robb4ns, Chief of Police
Page 3
Recommendation to Council Legislative Review
Committee Reference Increased Police Staffing
In February 1990, a new analysis of patrol staffing was
conducted. This analysis, which is still in the draft stage,
supports a recommendation for 41 additional report takers. It
is important to note, however, that these report takers need
not be sworn per sonne 1 in order to meet our goal of reduced
response time and increased preventative patrol. As 66 persons
of our total calls for service are prlority three and four
calls, a large portion of these additional report takers can be
community service representatives who can handle these kinds of
reports.
In order to meet these goals, it is recommended that a mix of
sworn and non sworn personnel be added to the organization.
The 10 sworn personnel recommended will be able to provide
additional police officer time for preventative patrol and
response to the increasing number of high priority calls for
services. These officers, and the other sworn police officer
time which will be freed up by the presence of civilian report
takers, should provide a reduction in our response times to
high pri ority calls. Furthermore, these two factors should
allow the officers to approach our ~oal of 33 percent of their
time being available for preventatlVe patrol. Reaching this
goal will dramatically lncrease pollce visibility. The
recommendation for one additional sergeant is designed to
maintain our present ratio of first-line supervisors to police
offi cers.
The additional seven pol ice records clerks will be used to
staff the community service offices, thus freeing the community
service representatives from those duties. Those six community
service representatives, along with the existing six presently
employed by the organization, will then be used to form a
report writing unit, which will function from approximately
1000 hours in the morning until 2300 hours. This unit will be
responsible for handl ing all priority three and priority four
calls, with the exception of prisoners in custody, dispatched
while they are available. This will substantially enhance the
amount of time available to our existing sworn personnel for
preventative patrol.
It is apparent that a great deal of sworn Ilersonne 1 time is
being consumed by investigating traffic collisions, Other
cities, including the cities of Irvine and Santa Ana, have
turned over all traffic accident investigation responsibilities
to nonsworn personnel. Our contacts with staff of the Irvine
Pol ice Department reveal that this program is working quite
well. Thus, there is a recommendation that six community
service representatives II be hired to form a Traffic Accident
Investigation Team. This unit will work during peak traffic
accident hours and while on duty will handle all traffic
collision reports. They will also respond to other low
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Daniel A. Robbi~s, Chief of Police
Page 4
Recommendation to Council legislative Review
Committee Reference Increased Police Staffing
priority crime reports when they are not investigating traffic
collisions. Again, the utilization of these nonsworn personnel
wi 11 enhance the abil i ty of pol ice offi cers to respond to
serious crimes in progress and provide preventative patrol.
As noted above, both the civil i an report wri t i ng team and the
civilian traffic accident investigatlon team will be assigned
exclusively to handle priority three and four calls. As noted
earlier, our response times to these kinds of calls have
increased in the last year by 24.4 percent. This slow response
has created a great number of compl aints about the general
subject of police response. These two units will substantially
reduce that response time once they are in place. Thus, the
number of citizen complaints on this subject should decrease.
Another area of concern to both pol ice staff and the general
citizenry is the increase in homicides. Our burgeoning
homicide rate has dramatically impacted the abil ity of our
homicide investigators to conduct the kinds of thorough,
intensive investigations these matters require. It has also
become apparent that there are several positions in the
Detective Bureau which could be adequately staffed by nonsworn
personnel. Thus, the recommendation is made that the Bureau's
complaint officer and one of the forgery investigators be
replaced by community service representatives. Both the sworn
investigators displaced would then be reassigned to the
homicide division to augment staffing that area.
It has also become apparent that we have only scratched the
surface in the realm of asset forfeiture. Our recent
conversations with the U.S. Marshal revealed that San
Bernardino appears to be lagging behind other jurisdictions in
seizing money and other assets. In order to enhance this
important component of our narcotics operation, one community
service representative would be added to that area with the
specific goal of thoroughly examining bank records and other
documents in an attempt to maximize our seizures from narcotics
traffickers.
Due to the confusing design of the jlolice facility, the public
frequently arrives at the second floor confused as to where
they should go. For several years now, we have proposed, in
the budget, that a second typist clerk II be funded so that a
two-person reception unit will be available to greet customers
as they reach the second floor. Presently, we have a
one-person unit in the Detective Bureau doing this. However,
our evaluation reveals that the Detective Bureau person is
poorly sited and that two people would be required to handle
all upstairs reception dutles. Adding this typist clerk II
would allow us to create a new reception counter. It would
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Daniel A. Robbins, Chief of Police
Page 5
Recommendation to Council Legislative Review
Committee Reference Increased Police Staffing
also allow us to use the existing space to create additional
offices. Our drawings indicate that approximately 800 square
feet of additional office space could be created if these
modifications were made.
Currently, a staff level inspection is being conducted of the
Records Bureau. However, it is already well know that this
unit is dramatically understaffed. For several years, now,
they have been eliminating essential tasks in an effort to
contend with date entry, file retrieval, and file storage.
However, during the last 18 months, they have been unable to
even keep up with those responsibil ities. A properly
functioning Records Bureau is essential to publ ic service and
effective police operations. Records Bureau failures have
frequently resulted in the release of prisoners from jail
because we have been unable to meet the 48 hour filing
requirements. This occurs due to the fact that personnel
shortages create situations where documents are misfiled or
lost. . When that occurs, they are not di stri buted to the
Detective Bureau in time for the state mandated 48-hour filing
to take place. Additionally, when this occurs, it required an
ever greater utilization of staff time to retrieve the lost
documents. In effect, we create a .catch 22" situation wherein
our staffin9 shortages create an even greater amount of work
due to the lnability to handle the documents properly when they
are first received. In order to provide a more effective
records storage and retrieval function, four additional police
records clerks have been recommended for that unit.
In synopsis, this staff study recommends that these special
assessment funds be util ized to pay for two pol ice sergeants,
14 police officers, 9 community service representative lIs, 11
police records clerks, one typist clerk II , and the equipment
needed to support them in thelr job requirements. The ratio of
sworn to nonsworn employees would be 16 sworn to 21 nonsworn.
Of the 37 personnel funded by this special assessment, 87
percent would be assigned to 1 ine functions or would free up
other employees to function in a line role. Of the 37 total
employees, two would be supervisors (two pol ice sergeants).
This represents 5 percent of the total staff.
If this proposal is adopted, it would create a sworn table of
organ i zat i on for the Pol ice Department of 260. Based on a
current estimate of city population of 154,000, this represents
1.69 sworn peace officers per thousand. This is a figure
which, considerinQ the crime rate in the city of San
Bernardino, is stlll low. However, our nonsworn table of
organization would increase by 16 percent, to 158 total
personnel. This should allow us to provide an adequate level
of service to the community.
.
Daniel A. Robbins, Chief of Police
~:~~~endation to Council Legislative Review
Committee Reference Increased Police Staffing
However, it is important to note that the percentage of police
officers per thousand population in the community should be
maintained as the community grows. In this way, we will be
able to keep abreast of increasing demands for police services.
Our experience during the last six years, when police staffing
was increased dramatically in 1984 and then allowed to
gradually deteriorate during the next six years, supports the
wisdom of the aforementioned approach.
There is one other important issue which is not addressed
elsewhere in this staff study. This is the issue of
recruitment and retention. There are many issues which impact
on recruitment and retention. Included among them would be
percept i on of the area, percept i on of the department,
department support by the community and by City government, and
many others. The one problems which seems to have a strong
impact on recruitment and retention is the fringe benefit
package provided to our police officers. This fringe benefit
package la9s dramatically behind those offered by the cities
against WhlCh we compete for personnel. The Mayor has stated
that he wishes San Bernardino's police officers to have fringe
benefits which are the equal of the highest paid cit>: in the
county. Our December of 1989 salary and fringe beneflt survey
reveals that the City of Chino provides their police officers a
fringe benefit package amountlng to $912 per month. This
compares to the City of San Bernardino's frin~e benefit package
which 'is $460 per month. San Bernardino s fringe beneflt
package was the lowest of the 10 local communities we surveyed.
The next lowest community was Colton, which provides a fringe
benefit package equi va 1 ent to $787 per month. In order to
provide the level of benefits sought by the Mayor, the cost to
the city, based on 243 sworn offi cers (the froposed table of
organization of 260 less management per sonne of 17) would be
$1,440,000.
Earmarking $500,000 of the estimated $2,000,000 to be generated
by the assessment district for pol ice officer fringe benefits
would improve this picture somewhat. This $500,000 would
equate to $171 per month for each of the 243 sworn offi cers
affected. This would bring their total fringe benefit package
to $631 per month. As you can see from the proper data, thlS
figure would still be substantially below the next lowest city
of Colton. Furthermore, it would still be 27 percent below the
average of the fringe benefits paid to the 10 local communities
against which we compete for personnel.
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