Costa Mesa Police Department
6-Month Assessment
C h i e f R o n L a w r e n c e
M a r c h 1 5 , 2 0 2 2
MISSION STATEMENT
Dedicated to protecting and improving the quality of life through effective partnerships and community policing.
We are a “people” focused police department, unwavering in our determination to provide professional public safety services with empathy, compassion and care, while engaging our community to build upon great partnerships for a safer today and a better tomorrow.
CRIME
PREVENTION
COMMUNITY ENGAGEMENT
EVENTS
EVENTS
The Crime
Prevention Unit
has 36 active
Neighborhood
Watch groups
In partnership with
HBPD and NBPD,
130 vehicle
catalytic converters
were etched
Department
members treated
students to
breakfast at IHOP
and shopping at
Target for
Christmas
Pink Patch
Program raised
$5000 for City of
Hope. First year of
Movember for
prostate cancer
awareness
ETCH EVENT SHOP
WITH A COP
FOR A
CAUSE
National Night Out,
Coffee with a Cop,
Bike Rodeos,
Halloween Trunk
or Treat, Coyote
Town Hall, RX
Drug Take Back
CMPD
OC MARATHON | In 2021, the Traffic Safety Bureau assisted in the OC Half Marathon to ensure runners and drivers were kept safe during the event.
WALK TO SCHOOL | The Traffic Safety Bureau assisted in Walk to School to make sure students and drivers could participate in this walk safely. A total of 11 schools participated.
OTS GRANT | $250,000 grant awarded by Office of Traffic Safety (OTS) to focus on impaired driving, distracted driving, bicycle and pedestrian safety, officer training, and DUI/DL checkpoints.
SPECIAL EVENTS
CMPD
SOCIAL MEDIA METRICS
Followers
• 18, 725
4.8%
Followers
• 19,437
9%
Followers
• 10,044
5.1%
Followers
• 38,127
Followers
• 240
131%
CMPD
EVENTS | Concerts in the Park, St. John the Baptist Fair, Making Strides Against Breast Cancer Walk of Orange County, Costa Mesa High School Band Tournament, OC Fair, the OC Half Marathon, DUI checkpoints, Shoulder Tap operations.
TRAINING | Basic criminal law, handcuffing techniques, subject stops, traffic stops, DUI investigation, felony traffic stops, domestic violence, and physical fitness training. Explorers are given instruction and also participate during hands-on scenarios.
IN 2021 | 20 students completed the Explorers Program
13 students are currently in the program
EXPLORERS POST 198
CMPD
TRAFFIC SAFETY BUREAU
• Reducing DUI, alcohol and drugs
• Education and enforcement
• DUI team reestablished in 2021
MADD RECOGNITION
OFFICER DUI ARRESTS
Chasen Gaunt 202
Dustin Fay 127
Mark Garcia 115
Luis Gomez 110
Kevin Christianson 108
Bunnath Phot 108
Jose Hereida 104
Dominic Tedesco 75
DUI ARRESTS
2020 2021 DIFFERENCE % CHANGE
433 1,093 660 152%
CMPD
BUILDING OUR FUTURE
POLICE EXECUTIVE STAFF - TEAM BUILDING WORKSHOP
(December 2021)
KEY OUTCOMES:
Developed internal Police 18-month Strategic Plan
Review CMPD’s Mission & Vision statements and core values Improve communications – renewed Department newsletter, produce training and internal videos, increase effectiveness of executive and supervisor meetings
Enhance crime analysis coordination with patrol operations Expand recruitment and retention efforts
Succession planning for future transitions
CMPD
6 Month
ACCOMPLISHMENTS
• Increased recognition of great work by police staff
• Improve roadway safety by removing DUI drivers
• Successful completion of exhaustive Property & Evidence audit • Numerous policy & procedure updates
• Update of Mobile Data Computers in patrol vehicles (summer 2022) • Fund and acquire a Mobile Command Vehicle (fall 2022) • Balanced approach for internal selection to assignments • Increase and improve internal supervisor and Field Training Officer meetings • Rewrap current patrol fleet nearly complete
• Upgrade internal computers and monitors
• Begun regional efforts to address illegal fentanyl distribution 9 CMPD
SUCCESSION PLANNING,
RECRUITMENT & RETENTION
KEY TO OUR FUTURE
CMPD
C a l e n d a r Ye a r 2 0 2 1
11 Staff Turnover
20 Retirements/Resignations (13 FTE, 7 PT)
15 Promotions
27 New Hires
CMPD
MOVING FORWARD
• Maintaining community trust – people focused
• Succession Planning - prepare for our future
• Leadership training & Preparedness
• Reorganization of Police Department – maximize efficiencies • New Patrol shift (better deployment, overtime reduction, staff retention) • Leveraging technology and equipment (LPR cameras, Bait program) • Facilities (range remodel, media room, property & evidence upgrades) • Fleet improvements (researching alternatives to fuel vehicles) • Organizational alignment with crime analysis to improve focus • Collaboration with City Departments & community stakeholders • Celebrating our successes
• Shared policy & operational oversight of 911
Communications Center (Police & Fire) 12
CMPD
13 C h i e f R o n L a w r e n c e
A L e g a c y o f I n n o v a t i o n
a n d C o m m u n i t y P o l i c i n g
CMPD
14 Questions
City Project NO. 21-02
CITYWIDE STREET SLURRY
SEAL PROJECT
2 Project Overview
Centerline miles of streets slurry sealed citywide
Centerline striping, lane markings, crosswalks, and
reflective pavement markers
Active Transportation elements include new bicycle lanes and sharrows
Project completed under budget despite the addition of ATP elements to the scope of work.
3 PROJECT HIGHLIGHTS
Slurry sealing provides
a protective coating
that helps extend life
of the pavement
2 Club House Road
BEFORE
AFTER
4 PROJECT HIGHLIGHTS
New striping from Harbor
Boulevard to Mesa Verde
Drive
2 New striping and signage that
improves mobility.
New thermoplastic markings and
signage for all modes (bicyclist,
pedestrians, and motorists).
Baker Street
BEFORE
AFTER
5 PROJECT HIGHLIGHTS
2 Baker Street
6 PROJECT HIGHLIGHTS
2 Baker Street
7 PROJECT HIGHLIGHTS
New Class III
Bikeways per the
ATP Plan
2 Improved Striping
Visibility
Country Club Drive
8 PROJECT HIGHLIGHTS
New Class III
Bikeways per the
ATP Plan
2 Improved Striping
El Camino Dr. Improvements
Thank You
Proposal to Recruit & Retain
High-Quality Staff
March 15, 2022
2 Overview
2 • Strategic planning goals
• Fiscal outlook
• Historical staffing levels
• Recruitment and retention
challenges
• Market analysis
• Proposed staffing
adjustments
Three Year
Strategic Plan
4 Three-Year Strategic Plan
5 Three-Year
Strategic Plan
6 Recruit and Retain High Quality Staff
• September 27, 2021: City Council requested staff expand capacity for enhanced recruitment and retention efforts.
• December 7, 2021: Staff presented Phase I to adjust compensation in certain classifications to the market.
• March 15, 2022: Staff request City Council approval to bring additional positions to average compensation, convert certain part-time positions to full-time and create six new positions.
Fiscal Review
8 American Rescue Plan Act (ARPA)
• Staff is pleased to report that the Federal Government understands the need for governments to retain and attract staff, especially during the pandemic.
• New guidelines released by the Department of Treasury state that ARPA funds can be utilized for:
Premium pay for essential workers,
To restore positions;
To restore employment;
Funding for employees that experienced pay reductions or work furloughs;
Maintain compensation levels to prevent layoffs; and
Provide worker retention incentives, including reasonable increases in compensation.
9 American Rescue Plan Act (ARPA)
• ARPA eligible activities
Realign positions;
Leverage existing positions;
Revamp the recruitment process; and
Provide reasonable increases in
compensation to market levels.
• $26.2 million approved ARPA funding for the City
• $13.2 million received in March 2021
• $13.2 million will be received in April 2022
• City staff recommends use of ARPA for these eligible activities 10 FY 2021-22 General Fund Mid Year Update
Revenues and Expenditures (in millions)
Category Adopted
FY 21-22
Projected
FY 21-22* Difference
Total General Fund Revenues 144.6 153.0 8.4
Use of Reserves 3.2 0.0 (3.2)
Transfer In – Use of ARPA 6.6 3.0 (3.6)
Total Funding Sources $154.4 $156.0 $1.6
Total Expenditures ($154.4) ($153.2) $1.2
Net Gain / (Loss) $0.0 $2.8 $2.8
*Estimates only, subject to change
11 General Fund Balance
(in thousands)
Fund Balance Category FY 18-19
Audited
FY 19-20
Audited
FY 20-21
Audited
FY 21-22
Projected
Committed
Declared Disaster $ 14,125 $ 14,125 $ 14,125 $ 14,125
Economic Reserves 7,500 9,000 9,000 9,000
Self Insurance 2,000 2,000 2,000 2,000
Assigned
Compensated Absences 4,893 5,036 5,920 5,920
Police Retirement 1% Supp. Plan 2,297 2,365 2,275 2,275 Section 115 Trust - 1,750 - -
Restricted
Pension and OPEB - - 1,778 1,778
Non-Spendable 280 362 965 965
Unassigned 20,451 18,825 17,429 17,429
TOTAL $ 51,546 $ 53,463 $ 53,492 $ 53,492
12 Fiscal Recap
• March 8, 2022: Staff presented a Mid-Year Budget Review for the City Council.
• Current economic indicators are favorable for our City and revenues are higher than projected, particularly in the category of sales tax. • As a result, the City anticipates ending the year conservatively with a $2.8 M surplus.
• Moreover, federal guidelines allow the use of ARPA funds for recruiting and retaining high-quality staff.
Historical
Staffing Levels
14 Historical Staffing Levels
611
498 497
465 466 477 478 479 477 480 492 502
530
0 100
200
300
400
500
600
700
FY 09-10
Adopted
FY 10-11
Adopted
FY 11-12
Adopted
FY 12-13
Adopted
FY 13-14
Adopted
FY 14-15
Adopted
FY 15-16
Adopted
FY 16-17
Adopted
FY 17-18
Adopted
FY 18-19
Adopted
FY 19-20
Adopted
FY 20-21
Adopted
FY 21-22
Adopted
15 Historical Staff Salaries as a Percentage of General Fund
(10 Year)
46.3%
44.5%
41.3%
34.7%
36.5%
34.6% 34.3%
31.8%
33.0%
31.7%
33.2%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
Year 09/10 Year 10/11 Year 11/12 Year 12/13 Year 13/14 Year 14/15 Year 15/16 Year 16/17 Year 17/18 Year 18/19 Year 19/20 Salaries Total* $46.0 M $40.6 M $38. 4 M $37.5 M $37.5 M $37.7 M $38.3 M $39.0 M $43.2 M $46.7 M $45.7 M Total General
Fund* $99.5 M $91.3 M $92.9 M $108.0 M $102.6 M $109.2 M $111.5 M $122.7 M $131.0 M $147.5 M $137.4 M Percent of
General Fund 46.3% 44.5% 41.3% 34.7% 36.5% 34.6% 34.3% 31.8% 33.0% 31.7% 33.2% *In real dollars
16 Annual Pension Expense
(General Fund)
$M
13.8 14.1
15.6 16.9 18.0 19.0
21.1 24.2
26.3 28.6
31.6 0
5 10
15 20
25 30
35 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 129% Increase from 11/12
17 Historical Salaries & Benefits
As a Percent of General Fund
(In Millions - Actuals)
Year Year 09/10 Year 10/11 Year 11/12 Year 12/13 Year 13/14 Year 14/15 Year 15/16 Year 16/17 Year 17/18 Year 18/19 Year 19/20 Salaries Benefits Total $ 79.7 $ 72.2 $ 69.3 $ 70.3 $ 71.7 $ 74.1 $ 76.4 $ 79.7 $ 88.2 $ 96.9 $ 95.1 Total General Fund $ 99.5 $ 91.3 $ 92.9 $ 108.0 $ 102.6 $ 109.2 $ 111.5 $ 122.7 $ 131.0 $ 147.5 $ 137.4 Percentage (S&B) 80.1% 79.1% 74.6% 65.1% 69.8% 67.9% 68.5% 65.0% 67.3% 65.7% 69.2%
80.1% 79.1%
74.6%
65.1%
69.8%
67.9% 68.5%
65.0%
67.3%
65.7%
69.2%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Year 09/10 Year 10/11 Year 11/12 Year 12/13 Year 13/14 Year 14/15 Year 15/16 Year 16/17 Year 17/18 Year 18/19 Year 19/20 18 Fiscal Recap
• The City is in strong financial state and continues to exercise fiscal prudence.
• Historic staffing levels are still lower than pre-recession. • The total cost of salaries and benefits (including pensions) as a percentage of General Fund spending has decreased by 17%. • The total cost of salaries in real dollars is lower now than 12 years ago.
Recruitment and
Retention Challenges
YEAR NEW HIRES SEPARATIONS NET GAIN
2017 61 -46 15
2018 48 -40 8
2019 57 -34 23
2020 37 -44 -7
2021 89 -46 43
2022* 14 -8 6
TOTAL 306 -218 88
Full-Time Hires and Separations
5 Year (plus current)
*represents 2 months of data
Separations
5 Year (plus current)
*represents 2 months of data
YEAR RETIREMENT RESIGNATION RELEASE OTHER TOTAL
2017 13 25 6 2 46
2018 11 21 6 2 40
2019 11 18 5 0 34
2020 18 20 5 1 44
2021 18 21 7 0 46
2022* 1 6 1 0 8
TOTAL 72 111 20 5 218
64%
Increase
HISTORICAL
RETENTION
PROBLEM
56% are less
than 3 years
in service
Position FTE Date Filled
Police Officer 2.0 April 2021
Office Specialist 1.0 April 2021
Fire Protection Specialist 1.0 June 2021
Assistant Planner 1.0 October 2021
Code Enforcement Officer 1.0 October 2021
Accounting Specialist II 2.0 December 2021
TOTAL 8.0
New Retail Cannabis Program
Measure Q Staffing
Hard-to-Fill
Recruitments
24 Background
• City Council Goal: “Recruit and Retain High Quality Staff.” • Objective: “Develop a framework for market analyses of employee compensation for hard-to-fill positions.”
• Market surveys provide an opportunity to bring compensation levels to market levels to help ensure that the City remains competitive in its ability to recruit and retain high quality staff.
• Phase I was approved by City Council in December 2021 • The proposed adjustments for Phase II are based on alignment with the market, internal alignment and compaction within the series.
• Additional classifications within the series of the identified classifications are also recommended for adjustment to ensure the integrity of the classification. 25 Market Analysis
• Elements for Total Compensation include:
• Base salary
• Medical/dental/cafeteria plans
• Employee retirement contributions
• CalPERS Benefit Formula
• Cities used for comparison:
• Huntington Beach
• Newport Beach
• Irvine
• Santa Ana
• Fountain Valley
26 • Positions recommended for adjustments in Phase II:
• Planning
• Assistant Planner
• Associate Planner
• Senior Planner
• Principal Planner
• Economic Development Administrator
• Planning classifications listed are approximately 16% to 20% below market.
Development Services
27 Key Position Market Analysis: Principal Planner
AGENCY TOP STEP
RANK
SALARY
CLASSIC
PERS TIER
PERS EE
CONTRIB
RATE
PERS EE
CONTRIB $
HEALTH
BENEFITS
TOTAL COMP
RANK
TOTAL
COMP
SANTA ANA $149,412 1 2.7% @ 55 8% ($11,953) $23,100 $160,559 1 IRVINE $139,131 4 2% @ 55 7% ($9,739) $28,500 $157,892 2
HUNTINGTON
BEACH
$146,474 2 2.5% @ 55 9% ($13,183) $19,961 $153,252 3
NEWPORT
BEACH
$139,190 3 2% @ 60 13% ($18,095) $22,332 $143,428 4
FOUNTAIN
VALLEY
$133,368 5 2% @ 60 7% ($9,336) $17,400 $141,432 5
COSTA MESA $124,200 6 2% @ 60 12% ($14,904) $16,800 $126,096 6 AVERAGE $151,313
% BELOW AVERAGE -20.0%
28 Key Position Market Analysis: Principal Planner
$160,559
$157,892
$153,252
$143,427
$141,432
$126,096
$120,000
$125,000
$130,000
$135,000
$140,000
$145,000
$150,000
$155,000
$160,000
$165,000
Santa Ana Irvine Huntington Beach Newport Beach Fountain Valley Costa Mesa
PRINCIPAL PLANNER
TOTAL COMPENSATION MARKET ANALYSIS
Total Comp
Total Comp Market Average
29 Assistant Planner
• 2016 (Combined recruitment
with Associate Planner)
• 415 applications received
• 2 rounds of interviews (15
candidates)
• 17 candidates placed on
eligibility list
• 3 candidates hired
• 1 currently employed
• 2 resigned
• 2018 (Promotional)
• 3 applications received
• 1 round of interviews (3 candidates)
• 3 candidates placed on eligibility list
• 2 candidates hired
• 2 resigned
30 Assistant Planner
• 2019
• 78 applications received
• 1 round of interviews (10
candidates)
• 7 candidates placed on eligibility list
• 1 candidate hired
• 1 currently employed
• 2021
• 87 applications received
• 1 round of interviews (12 candidates)
• 10 candidates placed on eligibility list
• 4 candidates offered employment and
withdrew
• 4 other candidates hired
• 3 currently employed
• 1 resigned
• 50% turnover in five years
• 2022 – 89 applications in progress
31 • Accounting
• Accountant
• Senior Accountant
• Assistant Finance Director
• Finance Director
• Accounting classifications listed are approximately up to 16% below market
Finance
32 Budget Analyst
• Continuous Recruitment opened from Aug 2018 – Feb 2021 • 337 applications received
• 9 rounds of interviews (33 candidates)
• 24 candidates placed on eligibility list
• 2 candidates offered employment and withdrew
• 4 candidates hired
• 0 currently employed
• 3 resigned
• 1 released
33 • Programming
• Programmer Analyst I
• Programmer Analyst II
• Sr. Programmer Analyst
• Systems & Programming Supervisor
• Information Technology Manager
• Information Technology Director
• Programming/IT classifications listed are up to 9%
below market.
Information Technology
34 Programmer Analyst Series
• 2015 – Sr. Programmer
Analyst
• 106 applications received
• 2 rounds of interviews (15
candidates)
• 11 candidates placed on eligibility
list
• 1 candidates offered employment
and withdrew/disqualified
• 1 candidate hired
• 1 currently employed at Sr.
Programmer Analyst level
• 2016 – Programmer Analyst II
• 21 applications received
• 1 rounds of interviews (7 candidates)
• 3 candidates placed on eligibility list
• 1 candidates offered employment and
withdrew/disqualified
• 0 candidates hired
35 Programmer Analyst Series
• 2017 – Programmer Analyst II
• 183 applications received
• 2 rounds of interviews (10
candidates)
• 7 candidates placed on eligibility
list
• 1 candidates offered employment
and withdrew/disqualified
• 1 candidate hired
• 1 currently rehired at
Programmer Analyst II level
• 2019 –2022 Present Day
(continuous recruitment)
• 224 applications received
• 9 round of interviews (30 candidates)
• 26 candidates placed on eligibility list
• 4 candidates offered employment and
withdrew/disqualified
• 1 candidate hired
• 1 currently employed at the
Programmer Analyst II level
• 2 vacancies current day – difficult
situation due to IT Strategic Plan
implementation
36 Network Administrator:
Market Adjustment Success Story
• 2021 – Current (continuous recruitment)
• Compensation was updated in December 2020
• 147 applications received
• 2 round of interviews (15 candidates)
• 10 candidates placed on eligibility list
• 3 candidates offered employment and withdrew/disqualified • 2 candidates hired
• 2 currently employed
• An additional 133 applications have been received to be reviewed for future vacancies
Summary
• There will be savings from fewer position recruitments, less employee turnover, fewer temporary staffing contracts and less reliance on consultant services.
• In addition, there will be increased productivity and operational efficiencies across the organization.
• Estimated fiscal impact of the market compensation
adjustments is $175,000 and $711,000 annually for Phase II. • There are sufficient vacant positions citywide that departments can absorb the proposed compensation adjustments within the FY 2021/2022 adopted budget.
• Finance is confident there is sufficient revenue to fund these adjustments on an ongoing basis.
Staffing Plan
Recommendations
39 Police Department
Challenge Solution Net FTE Current Year
$ Impact
Annual
$ Amount
Need to better address crime and enhance
presence at prime retail locations
Add a new Police Sergeant
(sworn) 1.0 $40,975 $163,900
Need to strengthen the emergency
management team and functions
Upgrade Emergency Svcs Admin
to Emergency Svcs Mgr 0.0 4,900 19,600
To relieve sworn Police Lieutenant from
Records/Evidence Management to align to
sworn duties
Upgrade Records Administrator
to Records, Property & Evidence
Mgr
0.0 3,525 14,100
Reduce crime scene investigations performed
by sworn Police Officers to better provide patrol
services
Convert P/T Crime Scene
Specialist to F/T 0.5 12,625 50,500
To alleviate the heavy workload in the Crime
Scene Unit associated with discovery requests
Convert 2 P/T Records Tech to 1
F/T Community Svcs Specialist 0.0 6,700 26,800
Subtotal 1.5 $68,725 $274,900
40 • Fire and rescue DEPARTMENT
Fire and Rescue Department
Challenge Solution Net FTE Current Year
$ Impact
Annual
$ Amount
Need more substantive management and
oversight of the Emergency Medical
Services (EMS) program
EMS Fire Captain 1.0 $43,625 $174,500
Currently, no direct Fire and Rescue
governance within the chain of command
9-1-1
Telecommunications
Manager*
1.0 39,250 157,000
Subtotal 2.0 $82,875 $331,500
*Position will be reporting to a unified command structure from both Police Department and Fire and Rescue Department 41 Other Departments
Challenge Solution FTE Current Year
$ Impact
Annualized
$ Amount
Need to create a recruitment team with a dedicated
supervisor to oversee recruitment and retention
efforts.
Create new HR Administrator for
recruitment 1.0 $33,600 $134,400
Need to create a recruitment team with dedicated
recruiters to fill vacancies. Add new HR Analyst for recruitment 1.0 28,600 114,400 Need to enhance internal controls to ensure timely
and accurate accounting and financial reporting. Add a Senior Accountant (Confidential) 1.0 27,900 111,600 Subtotal 3.0 $90,100 $360,400
To alleviate heavy workload due to growth of City's
workforce and technology tools and resources made
available to the public.
Convert One P/T Management Analyst to F/T 0.5 15,150 60,600 To coordinate facility rental and reservation program
which is revenue generating.
Utilize Three P/T Community Services
Leaders to add a F/T Recreation Coordinator (0.5) $3,100 12,400 To supervise homelessness efforts and staff and
oversee Bridge Shelter operations.
Convert One P/T Mgt Aide and One P/T
Community Outreach Worker to One F/T
Supv
0.0 10,825 43,300
Need to adjust compensation to reduce turnover in
this critical operation.
Upgrade Two F/T Budget Analyst positions to
Senior Budget Analysts 0.0 5,130 20,520
Total Request 3.0 $124,305 $497,220
QUESTIONS?