La Verne City Council
May 20, 2024

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 54
Calculation of Detective Staffing Needs
Total Caseload Hours 7,350
Divided by total net available
hours for 1 detective (1,177) ÷ 1,177
Number of Detectives Needed = 6.24
As the chart indicates the number of detectives recommended to work the assigned caseload hours assigned is 6.24 and there are a total of 4 detectives currently authorized.

To properly investigate the assigned caseload a total of 6 detective positions should be authorized.

Recommendation:

Increase staffing in investigations by 2 detectives and 1 Lieutenant for a total of 1 sergeant and 6 detectives assigned.
(3.3) School Resource Officer
The youth services unit consists of 1 officer. The officer responds to calls for service at schools, provides campus security, and promotes school safety. The officer is assigned to Bonita High School and Ramona Middle School. The National Association of School Resource Officers recommends 1 SRO per 1,000 students depending on the number of buildings, area covered and other factors. The approximate student population covered by the SRO is approximately 3,303. With 1 SRO the ration is approximately 3,303 students per officer without including elementary schools which is below the recommended ratio as shown in the following chart:

Student Population / SROs #
Bonita High School 1,923
Ramona Middle School 1,380
Total 3,303
÷
Recommended 1 SRO per
1,000 pop. 1,000
Total 3.3
As the chart indicates a student population of 3,303 would require 3.3 SROs to meet the recommended ratio. The current authorized ratio is less than the recommended range and should be reduced so that the officers can better handle the workload and provide additional coverage.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 55
Recommendation:

Add 1 additional SRO, for a total of 2 positions, in order to meet the student population and number of physical school locations.
(3.4) Property and Evidence
Property and Evidence is staffed by 1 Property Services Technician. The unit is responsible for the intake, storage and release of property and evidence. The following table shows the workload for 2022.
2022 Workload #
Minutes per
Item Total Minutes Total Hours
Property/ Evidence Intake 1,557 15 23,355 389
Property / Evidence Out 1,848 30 55,440 924
Total 1,313
As the table indicates the workload for taking in and disposing of property and evidence is approximately 1,313 hours. This does not include other tasks performed by the technicians such as answering phones and emails and working with the public and officers. There is a reported backlog of approximately 2,000 items to purge. The workload for the position can currently be handled by one technician. (2) Information Systems Section
The Information Systems Specialist is a City of La Verne employee assigned to Public Safety (Police and Fire). The Information Systems Specialist works Monday through Thursday, 8am – 6pm and is on call 24/7 for support. The Information Systems Specialist duties include the following:
• Network issues
• Infrastructure security
• Phone issues
• Computer issues
• Manage cell public safety cell phone accounts
• Electronic door system
• Systems research
• Inventory audits
• Security patch / software audits

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 56
IT assistance is through a “help ticket” system. Department personnel submit a request, which generates an IT response. The below table depicts the total number of requests completed by the IT Specialist 2023 – 2022:

IT Requests
Year Total Requests
2023 (month of January) 34
2022 320
The IT Specialist works in a support role, enabling police department operations to operate efficiently. Both a performance based and workload based approach can be used to assist in determining IT staffing needs. A performance based approach uses performance measures such as total completed IT requests and are tied to effective management of resources addressing specific IT issues. A workload based approach uses the total number of IT requests and time to complete each request in determining staffing needs.

There are currently no metrics to measure IT workload. Time to complete each request is not tracked and varies greatly depending on a host of factors which makes workload analysis difficult. For workload analysis assumption purposes, an average IT completion time of one hour and two hours is considered.

Calculation of IT Request Completion Time
Total IT Requests 320
60 minute completion time x 60
Total completion time = 19,200 minutes (320 hours)
Total IT Requests 320
120 minute completion time x 120
Total completion time = 38,400 (640 hours)
As illustrated above, a 1 hour completion time results in a total of 320 hours of total IT request workload. A 2 hour completion time results in 640 hours of total IT request workload.

The base number of hours in an employee’s work year is 2,184. After accounting for vacation, sick leave, and other absences from work a figure of 1,720 hours is typically more appropriate. Assuming a 60 minute completion time, the IT Specialist had a total of 1,400 hours left to complete other projects and tasks in 2022. Assuming a 120 minute

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 57
completion time, the IT Specialist had a total of 1,080 hours left to complete other projects and tasks in 2022.

The City of La Verne also contracts with a private consulting firm. This firm is used when larger, complex IT projects and support are needed.

Recommendation:

Track completion time for IT Specialist request tickets in order to assess workload and analyze future staffing needs.
(3) Communications Section
The La Verne Police Department Communication Center is the contact and answering point for all emergency and non-emergency phone calls for the City of La Verne.

Emergency and non-emergency fire and medical calls are transferred to the Los Angeles County Fire Department Communications Center. All employees working within the center are California POST certified and participate in yearly training updates.

The Communications Center is led by a communications supervisor and comprised of six full-time dispatchers (authorized eight) and one part-time dispatcher (authorized two).

Employees work twelve hours shifts, 6am – 6pm, 6pm – 6am, and 12pm – 12am with varying days off. Dispatch duties include gathering critical information during emergencies and coordinating the needed response. In the recent past, the department has assigned police officers to the communications center to assist during staffing shortages. These staffing shortages have also caused an abundance of overtime hours over the past several years. The below table depicts the total number of overtime hours collectively worked in 2022 – 2020:

Communications Center Overtime Hours
Year Total Hours
2022 2,799.75
2021 1,856.00
2020 1,956.75
Total 6,612.50
Collectively, communications center employees have worked an average of 2,204 hours of overtime each of the past three years. For comparison purposes, the base number of hours in an employee’s work year is 2,080. After accounting for vacation, sick leave, and other absences from work a figure of 1,720 hours is typically more appropriate.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 58
(3.1) Dispatch Workload and Staffing
The project team has utilized emergency communications workload/staffing methodologies in its work with dispatch centers around the country; these methodologies are also supported by the Public Safety Dispatch Professional Association (APCO). Based on emergency communications workloads associated with handling requests for service from the public and supporting police officers in the field on the radio, the number of fulltime employees needed in each hour to accommodate this volume can be determined for each hour. This analytical process includes taking the number of calls for service per hour and multiplying this by the average time needed to handle the phones and the radio for each call.

In 2022, the Communications Center handled a total of 42,195 calls for service and other emergency communication. The following table depicts the total weekly average number of calls for service handled by dispatch in 2022 (both dispatched and self-initiated):

Weekly Average CFS Per Hour (CAD)
Hour Sun Mon Tue Wed Thu Fri Sat
12a 250 130 143 150 118 158 212
1am 167 124 129 129 83 142 223
2am 115 89 98 90 89 90 169
3am 97 109 75 77 104 92 155
4am 98 122 88 85 113 84 111
5am 121 140 136 137 122 129 184
6am 210 234 228 204 202 229 184
7am 216 403 390 375 333 313 246
8am 232 331 364 394 305 411 328
9am 253 354 403 362 363 436 414
10am 350 370 342 408 367 462 428
11am 337 345 353 395 425 492 491
12pm 297 452 441 469 467 513 456
1pm 386 424 397 387 402 470 413
2pm 328 377 377 367 425 458 422
3pm 264 409 422 361 468 507 375
4pm 344 382 424 408 356 449 433
5pm 388 419 393 376 372 472 529
6pm 413 451 504 485 438 533 474
7pm 315 322 351 343 321 385 397
8pm 275 325 267 292 306 351 328
9pm 281 321 279 293 304 323 320
10pm 275 202 203 176 239 322 369
11pm 210 197 238 162 192 236 276

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 59
In order to determine staffing needs and optimal shift scheduling, an average number of calls for service by hour and weekday is determined. These averages are depicted in the table below:

Average CFS by Hour and Weekday (CAD)
Hour Sun Mon Tue Wed Thu Fri Sat
12a 4.81 2.50 2.75 2.88 2.27 3.04 4.08
1am 3.21 2.38 2.48 2.48 1.60 2.73 4.29
2am 2.21 1.71 1.88 1.73 1.71 1.73 3.25
3am 1.87 2.10 1.44 1.48 2.00 1.77 2.98
4am 1.88 2.35 1.69 1.63 2.17 1.62 2.13
5am 2.33 2.69 2.62 2.63 2.35 2.48 3.54
6am 4.04 4.50 4.38 3.92 3.88 4.40 3.54
7am 4.15 7.75 7.50 7.21 6.40 6.02 4.73
8am 4.46 6.37 7.00 7.58 5.87 7.90 6.31
9am 4.87 6.81 7.75 6.96 6.98 8.38 7.96
10am 6.73 7.12 6.58 7.85 7.06 8.88 8.23
11am 6.48 6.63 6.79 7.60 8.17 9.46 9.44
12pm 5.71 8.69 8.48 9.02 8.98 9.87 8.77
1pm 7.42 8.15 7.63 7.44 7.73 9.04 7.94
2pm 6.31 7.25 7.25 7.06 8.17 8.81 8.12
3pm 5.08 7.87 8.12 6.94 9.00 9.75 7.21
4pm 6.62 7.35 8.15 7.85 6.85 8.63 8.33
5pm 7.46 8.06 7.56 7.23 7.15 9.08 10.17
6pm 7.94 8.67 9.69 9.33 8.42 10.25 9.12
7pm 6.06 6.19 6.75 6.60 6.17 7.40 7.63
8pm 5.29 6.25 5.13 5.62 5.88 6.75 6.31
9pm 5.40 6.17 5.37 5.63 5.85 6.21 6.15
10pm 5.29 3.88 3.90 3.38 4.60 6.19 7.10
11pm 4.04 3.79 4.58 3.12 3.69 4.54 5.31
As depicted above there was a wide range of average number of calls by hour and weekday in 2022, ranging as low as 1.62 in the early morning hours and as high as 10.25 during peak hours of the day.

Based on the above workload factors, the number of occupied minutes in each hour can be determined. For call-taking, this entails multiplying the number of calls by the average number of minutes occupied by each call (the call duration), data which was provided by the department. For dispatching, a figure of 3.5 minutes per incident is used, a number which aligns with the typical radio operation and dispatch processing time for police communications centers, based on the project team’s experience with scores of similar

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 60
agencies. The following table depicts the average number of occupied minutes in each hour for call-taking and dispatch operations:

Weekly Average Occupied Minutes Per Hour
Hour Sun Mon Tue Wed Thu Fri Sat
12a 42.79 22.25 24.48 25.67 20.20 27.04 36.28
1am 28.58 21.22 22.08 22.08 14.21 24.30 38.17
2am 19.68 15.23 16.77 15.40 15.23 15.40 28.93
3am 16.60 18.66 12.84 13.18 17.80 15.75 26.53
4am 16.77 20.88 15.06 14.55 19.34 14.38 19.00
5am 20.71 23.96 23.28 23.45 20.88 22.08 31.49
6am 35.94 40.05 39.02 34.92 34.57 39.19 31.49
7am 36.97 68.98 66.75 64.18 56.99 53.57 42.10
8am 39.71 56.65 62.30 67.43 52.20 70.34 56.14
9am 43.30 60.59 68.98 61.96 62.13 74.62 70.86
10am 59.90 63.33 58.53 69.83 62.81 79.07 73.25
11am 57.68 59.05 60.42 67.61 72.74 84.21 84.04
12pm 50.83 77.36 75.48 80.27 79.93 87.80 78.05
1pm 66.07 72.57 67.95 66.24 68.80 80.44 70.69
2pm 56.14 64.53 64.53 62.81 72.74 78.39 72.23
3pm 45.18 70.00 72.23 61.79 80.10 86.78 64.18
4pm 58.88 65.38 72.57 69.83 60.93 76.85 74.11
5pm 66.41 71.71 67.26 64.35 63.67 80.78 90.54
6pm 70.69 77.19 86.26 83.01 74.97 91.23 81.13
7pm 53.91 55.11 60.08 58.71 54.94 65.89 67.95
8pm 47.07 55.63 45.70 49.98 52.37 60.08 56.14
9pm 48.09 54.94 47.75 50.15 52.03 55.28 54.77
10pm 47.07 34.57 34.74 30.12 40.91 55.11 63.16
11pm 35.94 33.72 40.73 27.73 32.86 40.39 47.24
As shown above, the blocks of time by hour and weekday with a high average number of calls result in an increased average number of occupied minutes. The average occupied minutes by hour and weekday presented above will be used to gauge the staffing needed by hour and weekday necessary to handle this workload, while accounting for worker fatigue and other business practices needed to be accomplished.

Since it is not desirable to have a dispatcher be on the phone or radio constantly the combined number of minutes is divided by a target utilization rate for dispatchers – 60% of total time. This means that, on average, staff would be occupied 35 minutes of each hour with call-taking and dispatching duties, with the complimentary 25 minutes free as marginal time to decompress, make outbound calls, and handle non-dispatch related

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 61
work. Using this 60% utilization rate, the following table shows these calculations illustrating the need for full-time employees for each hour of the week:

FTE / Hour Needed at 60% Occupancy
Hour Sun Mon Tue Wed Thu Fri Sat
12a 1.71 0.89 0.98 1.03 0.81 1.08 1.45
1am 1.14 0.85 0.88 0.88 0.57 0.97 1.53
2am 0.79 0.61 0.67 0.62 0.61 0.62 1.16
3am 0.66 0.75 0.51 0.53 0.71 0.63 1.06
4am 0.67 0.84 0.60 0.58 0.77 0.58 0.76
5am 0.83 0.96 0.93 0.94 0.84 0.88 1.26
6am 1.44 1.60 1.56 1.40 1.38 1.57 1.26
7am 1.48 2.76 2.67 2.57 2.28 2.14 1.68
8am 1.59 2.27 2.49 2.70 2.09 2.81 2.25
9am 1.73 2.42 2.76 2.48 2.49 2.98 2.83
10am 2.40 2.53 2.34 2.79 2.51 3.16 2.93
11am 2.31 2.36 2.42 2.70 2.91 3.37 3.36
12pm 2.03 3.09 3.02 3.21 3.20 3.51 3.12
1pm 2.64 2.90 2.72 2.65 2.75 3.22 2.83
2pm 2.25 2.58 2.58 2.51 2.91 3.14 2.89
3pm 1.81 2.80 2.89 2.47 3.20 3.47 2.57
4pm 2.36 2.62 2.90 2.79 2.44 3.07 2.96
5pm 2.66 2.87 2.69 2.57 2.55 3.23 3.62
6pm 2.83 3.09 3.45 3.32 3.00 3.65 3.25
7pm 2.16 2.20 2.40 2.35 2.20 2.64 2.72
8pm 1.88 2.23 1.83 2.00 2.09 2.40 2.25
9pm 1.92 2.20 1.91 2.01 2.08 2.21 2.19
10pm 1.88 1.38 1.39 1.20 1.64 2.20 2.53
11pm 1.44 1.35 1.63 1.11 1.31 1.62 1.89
As the above table indicates, during a given time, a minimum of one dispatch position and a maximum of four dispatch positions are needed in order to cover the current workload volume. In spite of a minimum of one dispatch position necessary during some early morning hours, best practice underscores the need for a minimum of two dispatchers to handle the diverse workloads commonly found in communication centers in a safe and effective manner.

The following table outlines the number of dispatchers necessary to provide an adequate level of service in comparison to the current Communications Center staffing levels:

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 62
Communications Center Recommended Staffing Levels
Shift Start End F/T
Staffing
P/T
Staffing
Shift 1 0600 1800 4 1
Shift 2 1800 0600 3
Shift 3 1200 0000 4 1
Recommended Total Staffing: 11 2
In order to achieve proper staffing and provide an adequate level of emergency communications, twelve full-time positions is recommended. The current Communications Center’s shift schedule is adequate and mirrors the ability of the recommended staffing levels to provide the targeted level of service.

As mentioned previously, the Communications Center is currently authorized eight fulltime dispatchers and two part-time dispatchers. Part-time Dispatchers cannot exceed twenty-eight hours each week. For staffing purposes, these two part-time positions account for one full-time position. As such, the Communications Center should be staffed with eleven full-time dispatch positions and two part-time dispatch positions. The department should continue using part-time dispatch positions to provide a relief network of dispatchers to allow for adequate coverage to be accomplished when full-time dispatchers are not available (e.g., sick leave, vacation leave, etc.). (3.2) Communications Center Management and First-Line Supervision The La Verne Police Department’s communications supervisor performs both management and first-line supervisory functions. These functions include the following:
• Daily employee scheduling.
• Approve overtime and time off requests.
• Complete annual evaluations.
• Coordinate and monitor training for new employees.
• Coordinate continuing education training requirements for staff. • Communications Center budget management.
• CAD/RMS Administrator.
• Agency CLETS Coordinator.
• Program Administrator for various department computer programs. • Screening of new applicants.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 63
• Process District Attorney and public records requests related to audio of radio traffic and telephone calls.
• Vendor liaison.
• Human Resources Coordination.
• Employee audits.

Dispatcher to supervisor span of control ratios have a significant impact on the performance of first-line supervisors and their ability to fulfill the range of their duties effectively. While factors such as job functions, available technology, and the competencies of the supervisor and staff may play a role in this ratio, the recommended supervisory span of control is seven dispatchers to one supervisor. The below chart depicts the communications supervisor’s current supervisory span of control (at authorized staffing):

Supervisory Span of Control Ratio
Supervisor 1:10
As illustrated above, the current supervisory span of control exceeds the recommended ratio of seven dispatchers to one supervisor. There is also a gap in supervisory oversight during certain days when the communications supervisor is not on shift. As previously mentioned, the communications supervisor performs both management and first-line supervisory roles.

Both management and first-line supervisory functions play a vital role in successful communications center operations. While management functions are important in the overall oversight, planning, auditing, and budgeting of the center, first-line supervision is important in the supervision and oversight of subordinates in the performance of their duties, including overseeing dispatchers while handling emergency calls and other citizen requests. First line supervisors also have other duties assigned such as training new employees, reviewing performance evaluations, and providing feedback to help improve overall performance.

There are clear advantages in blending management and supervisory functions into one position; such as being more cost effective than the alternative of retaining more personnel. While this may be true, caution should be used not to overburden employees with the amount of tasks and responsibilities given. While a blended management and first-line supervisory role is effective in many sedentary jobs, it is not recommended in an emergency communications environment.

Effective first-line supervision cannot be achieved while performing various management and supervisory tasks simultaneously. Due to the nature of the emergency dispatch

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 64
function, dispatchers should have constant first-line supervision. In order to meet both proper management and first-line supervisory oversight, the La Verne Police Department’s Communications Center should be staffed with one communications center manager and two communications supervisor positions. The communications supervisor will assume first-line supervisory functions during a shift. Lead dispatcher positions should also be designated at times when a supervisor is not on shift.

The following chart depicts the recommended organizational structure (including new recommended positions contained within this section):

As noted earlier, the department is currently authorized eight full-time dispatchers and two part-time dispatchers. The Communications Center has not been at full staffing for quite some time. This significant gap in resources would be difficult to fill given historical difficulties as well as the cost. In addition to the project team’s staffing recommendations, the City should explore either contracting or consolidating dispatch functions to surrounding jurisdictions. Evaluating the costs associated with contracting or consolidating is beyond the scope of this assessment.

Recommendations:

Increase Communications Center authorized full-time dispatcher positions by 3, for a total of 11 full-time positions and 2 part-time positions.

Add 1 authorized full-time manager position to the Communications Center.

Increase Communications Center authorized full-time communications supervisor positions by 1, for a total of 2 positions.

Designate Communications Center lead dispatch positions at times when a supervisor is not on shift.

Evaluate the cost associated with contracting or consolidating Communications Center resources with surrounding jurisdictions.

Communications
Center Manager
Communications
Supervisor
Communications
Supervisor

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 65
(4) Records Section
The Records Section is supervised by a records supervisor and staffed with five records clerks (authorized six). Four clerks are assigned records unit duties and the fifth clerk is assigned as the detective section’s secretary. Records section personnel work either Monday through Thursday or Tuesday through Friday, 8am – 6pm. (4.1) Records Section Workload Analysis
In reviewing records units, an average time to complete various tasks is used. These task times are developed by interviewing personnel in the unit, developing task time metrics, task time logs, and past project team experiences with similar agencies. Average times are used as a performance metric designed to establish approximate work time for a typical records unit employee’s workload. The following table shows a breakdown of these approximate workload times:

Task Time Estimates for Records Unit Personnel
Category Tasks Avg. Time
Customer Service Front counter service/Vendor escort/Mail sorting and distribution/Report releases/Money
verifications/Phones/PIMS/Audio/video redaction
2 Hours-30
Minutes
Process Review Background checks/CCW
applications/Lexipol/SWITRS/Administrative
reviews/JRIC reviews
1 Hour
Administrative Duties Misc. duties/Email/Meetings/Projects/Supply orders/Personnel training
2 Hours
Data Entry CLETS entries and verifications/OneNote
update/Subpoenas/Disseminations/Citations/
Cop Logic/NCIC/ONP applications/
Background log
1 Hour-30
Minutes
Paperwork Processing Arrest logs/Booking entries/DB duties/Filing/Records validations/Trespass forms/Research/Booking
verifications/Misc. admin forms/Extra patrol log
3 Hours
Total 10 hours

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 66
(4.2) Records Section Workload
In order to determine the records section’s current workload, a time task analysis was performed. Records section personnel tracked each individual task completed over a thirty day period. The following table represents the total tasks completed during this one month period:

Records Section Tasks
Paperwork Processing Arrest logs
Booking entries
DB Inbox
DB in-custody
DB Warrants
Filing
Patrol log
Records validations
Trespass forms
Research
Booking verifications
Final validations
Misc. admin forms
Data Entry CLETS Entries and verifications
Update OneNote
Officer Subpoenas
Dissemination
Citations
Cop Logic
NCIC
ONP applications
Background log
Customer Service Front counter
Vendor escort
Mail sort and distribution
Open/close/clean front counter
Report releases
Money ONP
Blue Bin
Dollar coin order
Phones
PIMS
Audio/Video redaction
Verify drawer
Process Review Background checks
CCW applications
Lexipol
SWITRS
Administrative review
JRIC Review
Administrative duties Other misc. duties
Emails
Meetings
Projects
Time sheets
Supply orders
Personnel training

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 67
The following table represents the workload and time to complete, for this one month period (rounded to nearest hour for calculation purposes):

Records Section One Month Workload
Task Total Tasks Total Task Time
(in hours)
Customer Service 2,916 344
Process Review 382 72
Administrative Duties 1,975 227
Data Entry 1,101 186
Paperwork Processing 3,560 60
Total 9,934 889
(4.3) Calculation of Employee Net Availability
Before determining availability and staffing needs, it is important to first review the number of net available hours employees are available to work. The base number of hours in an employee’s work year is 2,080. After accounting for vacation, sick leave, and other absences from work a figure of 1,720 hours is typically more appropriate, or 143 hours each month.
(4.4) Summary of Workload for Records Section
As mentioned previously, there are currently four records clerks assigned to work in the records section. Using the net available work hours and workload totals, the number of clerks needed to work the current workload can be determined:

Calculation of Records Clerk Staffing Needs
Total workload hours 889
Divided by total net available work hours for 1 employee (143) ÷ 143 Number of Records Clerks Needed = 6.2
As the above chart indicates, the number of employees recommended to work the records section workload is 6 and there are currently 6 Records Clerks assigned to the Records Section. During the thirty-day task analysis period, 19% of the tasks were completed on overtime. The below table illustrated this calculation process:

Calculation of Overtime Percentage
Total workload overtime minutes 12,229
Divided by workload straight-time minutes ÷ 64,464
= .19

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 68
As previously mentioned, the total number of recommended employees based on current workload is 6. Although the current workload necessitates an increase in staffing, a challenge exists due to the limited physical workspace in the Records Section. (4.5) Records Section Management and First-Line Supervision The La Verne Police Department’s Records Section supervisor performs both management and first-line supervisory functions. These functions include the following:
• Inputting NIBRS submissions.
• Updating court sealings.
• Writing personnel evaluations.
• Managing personnel scheduling.
• Training staff in procedures.
• Conducting and attending personnel meetings.
• Constructing and analyzing department and section statistics. • Performing documentation purges.
• Conducting section audits
• Ordering section supplies.
• Management of Cadet program.

Employee to supervisor span of control ratios have a significant impact on the performance of first-line supervisors and their ability to fulfill the range of their duties effectively. While factors such as job functions, available technology, and the competencies of the supervisor and staff may play a role in this ratio, recommended supervisory span of control is seven employees to one supervisor. The chart below shows records section supervisors current span of control (at authorized staffing levels):

Supervisory Span of Control Ratio
Supervisor 1:6
As illustrated above, the current supervisory span of control is within the recommended ratio of seven employees to one supervisor. The current scheduling methodology contributes to a gap in supervisory oversight on one day each week. The department should ensure proper supervision of Records Section personnel is achieved while the supervisor is not on shift.

As previously mentioned, the communications supervisor performs both management and first-line supervisory roles. There are clear advantages in blending management and

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 69
supervisory functions into one position; such as being more cost effective than the alternative of retaining more personnel. While this may be true, caution should be used not to overburden employees with the amount of tasks and responsibilities given. Given the tasks assigned to the Records Section, this blended management and first-line supervisory role is appropriate. Although, caution should be used not to inundate the supervisor with management tasks which will take away from the supervisory role.

Recommendation:

Increase full-time Records Clerk positions by 1, for a total of 7 full-time positions. Deploy 6 FTE to the Records unit and 1 FTE to directly support detectives in its current capacity. (5) Cadet Program
The cadet program is designed to be an introduction into the department and used as a recruitment tool for a future career in policing. Requirements to enter into the program are to be between the ages of eighteen and twenty-one, registered in school, and in good standing. Cadets work in various assignments throughout the department which gives them a good understanding of internal police department operations. Currently, the department is authorized to have five cadets, who work a maximum of twenty-eight hours each week. Work schedules are dependent on individual school schedules.

The program has been a value to LVPD thus far in its existence, leading to multiple successful hires on behalf of the department. This program should be maintained into the future for recruitment purposes.

Recommendation:

Maintain the cadet program at LVPD into the future for recruitment purposes. (6) Parking Enforcement Program
The City of La Verne contracts with a private company for parking enforcement duties.

The Community Services Officer is responsible for the management of this program.

Currently, the program has two parking enforcement personnel who work during the day and one who works during the night. Day shift hours are 9am – 5:30pm and night shift hours are 1:30am – 9:30am, for a total of thirty-six hours each.

The Community Services Officer handles parking complaints and processes overnight parking applications. The department does not track performance measures or workload associated with parking enforcement program duties.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 70
(6.3) Crossing Guard Program
The City of La Verne currently employs nine part-time crossing guards. Each of these crossing guards work fourteen hours each week and are deployed throughout the city schools. The Community Services Officer is responsible for the management of this program. The department does not track performance indicators or workload associated with crossing guard program duties.
(6.4) Retired Senior Volunteer Patrol Program
The Community Services Officer is responsible for volunteer program management. The department currently has thirty-five volunteers who perform various tasks throughout the department. These tasks include the following:
• Various non-confrontational patrol functions.
• Crime lab runs.
• Neighborhood patrols.
• Crossing guard coverage.
• Shopping center patrols.
• Assist with Records Section workload.
• Live scan (fingerprinting) for community members.
• You Are Not Alone (YANA) program.

The department does not track performance indicators or workload associated with volunteer program duties. with the volunteer program, crossing guard program, and other administrative duties.

Duties associated with parking enforcement are not typically criminal in nature. While parking enforcement is important, it is better positioned outside of police departments.

Building trust with communities is fundamental to effective policing. Police departments should focus on improving community interactions, enhancing communication, and promoting shared responsibilities for addressing crime and disorder. Transferring noncriminal enforcement actions, such as parking enforcement, to other city departments assists in diversifying workforce skills, increasing efficiency, promoting improved community relations, and assists with police legitimacy.

Recommendation:

Transfer parking enforcement program management to another city department.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 71

5. Analysis of Projected Service and Staffing Needs
The following sections provide a plan for the police department over an eleven-year planning horizon, projecting future law enforcement staffing needs as growth and development take place within the city.
(1) Data Used in the Analysis
The project team collected data from a number of sources to project service and staffing needs over the next decade. Principally, this analysis builds on the city’s own understanding of growth and development, which were provided as a summary of upcoming projects, land use assumptions, and impacts associated with Metro transit stops.

Data collected for the study includes the following elements:
• An overview and of development projects under construction, proposed, and in the pipeline.
• 2022 computer-aided dispatch (CAD) data, which includes geographic point coordinates to spatially isolate concentrations of community-generated calls for service.
• 2022 crime data, which is refined to isolate crime types that match UCR Part I crime categories.
• 2020 Census data containing population and housing units by block area. • Metro station data and geographic locations.
• Publicly available road network and satellite data for illustrative purposes. (2) Estimating the Impact of a New Metro Station
A key component of forecasting future public safety service demand in La Verne is to estimate the impact of a future Metro rail stop. In order to model its effect on public safety service demand, the focus of the analysis must be modeled within the comparative context of the experience of other cities. The following sections detail this approach. (2.1) Background
The Los Angeles County Metropolitan Transportation Authority (Metro) is in the process of a major expansion of several rail lines to improve transit throughout the region. A major element of the plan is Phase 2A of the Gold Line Foothill Extension Project, which brings

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 72
the (now renamed) A Line a further four stations eastward, ending with a terminus in Pomona. Eventually, another two stations beyond Pomona are planned; however, these are currently unfunded.

As part of the Gold Line Foothill Extension Project, a new station is planned for La Verne, which is currently slated to open in 2025 (as of a September 2023 Metro report). The new station will bring light rail access to and from La Verne across the entire Metro transit system, which has been recently enhanced with projects such as the Regional Connector, among many other major expansions.

Located at the southern end of La Verne, the new station (shown with the icon) sits nearby a number of parcels that could potentially be redeveloped.

The station will improve transportation access to La Verne and provide enable transit-rich development opportunities within the area. A number of multifamily residential projects have already been completed, have been proposed, or seem likely on the horizon given the improved transit access.
(2.2) Modeling the Impact of a New Metro Station
In addition to the new development prospects, some have expressed concerns over the public safety impacts that could result from creating a Metro station in La Verne. In order to examine these concerns, the Matrix project team analyzed comparative data – particularly in the City of Los Angeles – to evaluate how public safety needs are affected by a Metro rail transit stop.

A basic question is asked by this analysis: How does police workload within the vicinity of a Metro rail stop compare to the workload in a highly similar area nearby?

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 73
To construct this comparison, geofences (boundaries) must be set up around Metro stops and in similar areas, and police workload must be geospatially measured the workload in the vicinity of each.

A 1,650-foot-diameter circle8 was drawn around each Metro rail stop. Using computeraided dispatch data filtered using the same methodology that was employed in the patrol analysis for the La Verne Police Department, calls for service were counted within each geofence circle.

Then, for each Metro stop, a 1,650-foot-diameter circle is drawn nearby as a ‘proxy area’ that is most closely similar to the Metro stop area. The proxy areas were selected based on similarity in terms of:
• Being within the same immediate neighborhood.
• Having the same composition of land use, density, and level of activity. • Similar presence or lack of major intersections.

If a suitable match could not be found meeting all three conditions, the Metro station was discarded from the analysis. In total, 40 stations and their associated proxy areas were selected for use in the analysis.

Land use in an actual station area (blue circle) compared to a proxy area (gray circle). The areas are adjacent and within the same business district. 8 The intent behind this measurement is that a diameter of 1,650 ft covers approximately 2.5 or 4 typical rectangular blocks in Los Angeles (depending on whether width or length is used).

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 74
After calls for service are measured within each of the 40 station areas and their proxy areas, call activity is compared between the two. The following table presents the results of this analysis, showing the difference in calls for service within Metro station’s surrounding area versus the proxy areas (both using 1,650-foot-diameter circles with highly similar land use):

Comparing Service Needs Around Metro Stations Versus Similar Areas Line Station Station CFS Proxy CFS % Difference Difference EXPO Palms 299 1,049 -71% -750
EXPO Ex/Vrmnt 286 669 -57% -383
Blue 103rd 351 680 -48% -329
EXPO Ex/Crnshw 399 722 -45% -323
Gold Chinatwn 308 532 -42% -224
Green Avalon 335 552 -39% -217
EXPO LATTC/Ortho 400 618 -35% -218
Red/Purple Persh Sq 1,948 2,930 -34% -982
EXPO Bundy 268 401 -33% -133
EXPO Ex/LBrea 666 902 -26% -236
EXPO Ex/Wstrn 658 889 -26% -231
Blue Washngtn 157 209 -25% -52
Gold Linc/Cyp 197 255 -23% -58
Gold Hrtge Sq 278 348 -20% -70
Gold Pi/Aliso 234 285 -18% -51
Blue/EXPO Pico 936 1,124 -17% -188
EXPO Jeff/USC 266 316 -16% -50
Gold L Tokyo 334 391 -15% -57
EXPO Sepulveda 353 403 -12% -50
Gold SW Mus 276 305 -10% -29
Red HW/Wstrn 1,010 1,045 -3% -35
EXPO Westwood 130 129 +1% +1
Gold Highl Pk 557 495 +13% +62
EXPO LCienega 565 494 +14% +71
Blue/EXPO 7MC 2,540 2,194 +16% +346
Red NoHo 973 839 +16% +134
Red/Purple Wil/Ver 1,590 1,247 +28% +343
Purple Wil/Norm 1,039 801 +30% +238

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 75
Line Station Station CFS Proxy CFS % Difference Difference Blue Vernon 324 246 +32% +78
Gold Soto 929 689 +35% +240
EXPO Farmdale 304 220 +38% +84
Red Sunset 1,150 812 +42% +338
Red/Purple Westlake 1,884 1,324 +42% +560
Gold Mariachi 465 324 +44% +141
Blue S Pedro 663 459 +44% +204
Red HW/Vine 1,232 840 +47% +392
Red Ver/SaMo 877 505 +74% +372
Red Beverly 1,129 634 +78% +495
Purple Wil/Wstrn 1,481 786 +88% +695
Red HW/Highlnd 1,329 704 +89% +625
Overall, across the 40 stations included in the experiment, the average percentage difference in calls for service in the areas with a Metro station versus the nearby proxy areas was just +4%, or 19 additional calls on average.

This minimal difference occurred within a space of significant variability, as there were many station areas with far more or far fewer calls for service than the proxy area: This degree of variability is relatively extreme, to such an extent that the predictive value of the results is limited. At a 95% confidence interval, a station would have around +/-75% more/fewer calls than the proxy.

However, this also suggests that the presence of a station is perhaps not the main driver of calls for service in the area. Other factors, such as specific locations and intersections within the area, appear to have a far greater impact on call for service demand than the existence of the station itself.
(2.3) Conclusions
Any measurable call for service and/or crime increases that result from Metro stations must be weighed against their benefits. By definition, transit is able to more people to places, which can increase foot traffic, commercial activity, and in general, the overall vitality of an area. This is exemplified by the prospect of new housing developments potentially being built in less-utilized spaces such as parking lots. Nonetheless, any impacts that can be anticipated from the development of transit must be added to the planning process.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 76
Using the same diameter surrounding the location for La Verne’s future station (1,650 feet), there were 180 calls for service in 2022. If the opening of the station were to increase its call for service demand by the average as determined from the comparative analysis (+4%), the station would yield 7 additional calls.

However, provide for a more conservative estimate that would cover the ‘worst case scenario’, a two standard deviation impact (i.e., an impact that is greater than approximately 98% of all Metro stations, as modeled in the comparative analysis) would result in an 87% increase in calls for service to the area. This would equate to 158 additional calls for service beyond the 180 that occurred in 2022.

This higher, more conservative estimate of 158 additional calls is used in the projections as the estimated impact of the addition of light rail to La Verne, slated to begin with the station’s expected completion in 2025.
(3) Population and Service Need Projection Methodology
Having estimated the special impact of a new transit station in La Verne, the projection of population and service need impacts from development can then be analyzed. (3.1) Anticipated Development
The project team met virtually with La Verne Community Development to learn about new development projects that are either under construction, planned, or proposed within the city, and the magnitude of each terms of the number of residential units each would yield.

The following table displays all residential developments expected within the foreseeable future, as provided by the Community Development:

Anticipated Residential Development
Name Area # Units Est. Year % Prob. EV9
New MF (Near Station) South +364 2026 100% 364
New MF (Near Station) South +500 2027 100% 500
White Ave & First St South +17 2025 100% 17
New MF (Near Station) South +48 2024 100% 48
Dev. North of Foothill South +50 2026 100% 50
Dev. Near HS Water Tower South +42 2027 100% 42
Potential to Rezone Vacant Area South +432 2030 60% 259 9 Expected number of units built. Calculated by multiplying the number of units by the probability of the development being constructed.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 77
In total, 507 housing units are expected over the next five years. The following map displays the approximate locations of these developments:

All of the development is factored into the analysis within the next seven years. (3.2) Projection of Future Population and Service Needs In order to categorize the service demand of different areas of the city, La Verne was split into North and South areas, divided by the freeway.

As a foundation for the analysis, the project team measured the number of housing units and population in both the north and south using the 2020 Census data. For each year beyond 2020, the number of housing units is estimated by adding the aforementioned development projects to the total:

Projected Housing Units
2022 2028 2033 +/-11YR
North 4,002 4,002 4,002 0.0%
South 9,009 9,895 10,289 +14.2%
Total 13,011 13,897 14,291 +9.8%
The addition of the development projections outlined in the previous section to the housing unit stocked are modeled against the current per capita population per housing unit in the north and south areas of the city. Using this relationship, the forecasted population is modeled each year over the next decade, as shown in the following table:

Projected Population
2022 2028 2033 +/-11YR
North 11,549 11,549 11,549 0.0%
South 21,946 24,103 25,064 +14.2%
Total 33,495 35,652 36,613 +9.3%
Over the next decade, the population of La Verne will increase by an estimated 9.3%, totaling nearly three thousand new residents.

Using this foundation, call for service projections can then be modeled using two methods:
• The per capita calls for service per capita in the north and south are multiplied each year against the anticipated population.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 78
• The anticipated impacts from the operation of the Metro rail station in La Verne are added each year beginning in 2025.

The following table provides the results of these calculations:

Projected Calls for Service
2022 2028 2033 +/-11YR
North 1,835 1,835 1,835 0.0%
South 7,750 8,512 8,851 +14.2%
Total 9,585 10,347 10,686 +11.5%
The same is done for Part I crimes, which have been allocated geospatially using the ratio of call for service demand between the north and south areas of the city:

Projected Part I Crimes
2022 2028 2033 +/-11YR
North 138 138 138 0.0%
South 583 640 666 +14.2%
Total 721 778 804 +11.5%
Call for service demand will increase by an estimated 11.5%, which includes the impact of new development, as well as the addition of a new Metro light rail stop in 2025. (4) Projection of Staffing Needs
The service needs forecast provides the basis for the projection of staffing needs throughout the next decade, as the impacts of growth and development are modeled against the workload drivers of individual positions. Of particular importance to this is the impact of the Metro rail stop within La Verne, which could potentially increase service demand to an extent.

Importantly, the staffing projections are based on needs in order to maintain the same level of service that is provided now as service needs evolve in the future. Consequently, without making the staffing additions and assuming the growth impacts occur as projected, service levels would otherwise diminish.

The staffing projections are constructed position-by-position and are based on the workload factors driving their staffing needs. In order to make the analysis more replicable in the future, the staffing methodologies used for each position are grouped into a series of categories, as follows:

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 79
• Workload-based: Staffing needs for the position are directly tied to handling a measurable workload that scales with growth and development. For instance, patrol officer staffing is driven by call for service workload, which translates to staffing needs based on proactive time targets and turnover factors.

Example: Detective positions are driven by the number of cases that are generated, which can be modeled by using UCR Part I crime occurrences as an index variable. • Ratio-based: Positions that directly correspond to another variable, whereby staffing can be expressed as a ratio.

Example: School resource officer (SRO) staffing scales directly with the number of schools that they must cover.
• Span of control: Supervisors scale based on the targeted number of direct reports for that function.

Example: Patrol sergeant staffing is based on maintaining a span of control ratio. • Non-scalable: Position occupies a unique role that, within the general frame of the analysis, will not scale. Many of these are unique positions, such as the chief of police, while others are driven by workloads that are not or are unlikely to be significantly impacted by growth and development impacts.

Example: The chief of police, as well as certain administrative support positions.

Descriptions for the methodology used are added for each position in the department. (4.1) Comprehensive List of Staffing Projections
The following table presents the results of the staffing projection analysis, which builds upon the service need forecast to translate anticipated needs into staffing requirements.

It should be noted that “Rec.” column refers to the staffing levels as recommended in this report for the year 2023, with successive years shown in five-year increments.

Unit/Division Position Scaling Factors Curr. Rec. 2028 2033 Office of the Chief
Office of the
Chief
Chief of
Police
Non-scalable
Executive position. Staffing does
not scale directly with service
needs.
1 1 1 1

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 80
Unit/Division Position Scaling Factors Curr. Rec. 2028 2033 Management
Analyst
Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
Operations Division
Admin Captain Non-scalable
Executive position. Staffing does
not scale directly with service
needs.
1 1 1 1
Lieutenant Non-scalable
Staffing does not scale directly with
service needs.
2 2 2 2
Sergeant New Position
Recommended creation of a new
admin sergeant position.
0 1 1 1
Patrol Sergeant Span of Control
Based on span of control ratio of 1
position per 6 reports, at a
minimum of 5.
5 5 5 5
Corporal Workload-based
Scales in relation to calls for service
as a proxy for records workload.
7 7 8 8
Officer Workload-based
Scales in relation to calls for
service, which directly scales patrol
workload.
13 17 18 19
Homeless
Outreach
Officer Elective
Set based on desired level of focus
or service need objectives.
0 4 4 4
Traffic Officer Workload-based
Scales in relation to population as a
proxy for traffic-related workloads.
1 1 1 1
Community
Services
CSO Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
Officer New Position
Recommended creation of a new
PIO position.
0 1 1 1

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 81
Unit/Division Position Scaling Factors Curr. Rec. 2028 2033 Support Services Division
Admin Captain
Lieutenant
New Position
Admin Lieutenant Reclassification
Executive position. Staffing does
not scale directly with service
needs.

Non-scalable
Executive position. Staffing does
not scale directly with service
needs.
0 1
1 0
1 0
1 0
Investigations Lieutenant New Position
Non-scalable
Executive position. Staffing does
not scale directly with service
needs.
0 1 1 1
Sergeant Span of Control
Based on span of control ratio of 1
position per 10 reports.
1 1 1 1
Detective Workload-based
Scales in relation to Part I crime
occurrences.
4 6 6 7
Officer
(SRO)
Ratio-based
Scales in relation to the number of
schools that must be covered.

Population can be used as a proxy
for this, at 1 SRO per 30,000, which
reflects the current rate.
1 1 1 1
TECO Workload-based
Scales in relation to Part I crime
occurrences.
1 1 1 1
Prop. Svc.

Tech
Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
Information
Systems
Info Sys.

Specialist
Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
Communication Manager New Position
Recommended creation of an
executive position.
0 1 1 1

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 82
Unit/Division Position Scaling Factors Curr. Rec. 2028 2033 Supervisor Span of Control
Based on span of control ratio of 1
position per 9 reports.
1 2 2 2
Dispatcher
(FT)
Workload-based
Scales in relation to calls for service
as a proxy for 911 call taking and
dispatch workloads.
8 11 12 12
Dispatcher
(PT)
Workload-based
Scales in relation to calls for service
as a proxy for 911 call taking and
dispatch workloads.
2 2 2 2
Corporal Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
Records Supervisor Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
Clerk Workload-based
Scales in relation to calls for service
as a proxy for records workload.
6 7 8 8
Cadet
Program
Cadet Workload-based
Scales in relation to calls for service
as a proxy for cadet workload.
3 3 3 3
Code
Enforcement
Police Svc.

Coordinator
Non-scalable
Staffing does not scale directly with
service needs.
1 1 1 1
(4.2) Summary of Staffing Projections
The projections outlined in the previous table amount to the total following staffing changes over the next decade, separated by sworn and professional staffing categories:

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 83
Summary of Staffing Projections (Sworn)
Division Curr. Rec. 2028 2033 +/-10YR
Office of the Chief 1 1 1 1 0
Operations Division 29 38 40 41 +3
Support Services Division 8 11 11 12 +1
Total 38 50 52 54 +4
Summary of Staffing Projections (Professional)
Division Curr. Rec. 2028 2033 +/-10YR
Office of the Chief 1 1 1 1 0
Operations Division 1 2 2 2 0
Support Services Division 23 28 30 30 +2
Total 25 31 33 33 +2
Over the next decade, an additional 4 sworn positions and 2 professional positions are needed beyond what is recommended in the current staffing analysis in order to provide the same level of service as growth and development occur in the city.

Recommendation:

By 2033, increase staffing by 4 sworn positions and 2 professional positions in order to provide the same level of service that is recommended now as service needs grow due to continued growth and development.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 84

6. Police Department Facility Needs
In addition to the staffing and operational assessment of the Police Department, the project team was asked to conduct a space needs assessment for a new public safety building. This space assessment included developing a space program for both the Police and Fire Departments.

The project team toured the public safety building located on 3rd street in June 2023. The intent of this tour was to understand the challenges with the current facility and to discuss the types of spaces needed for a new facility(s).

The current public safety facility poses many spatial and operational challenges for both departments. There is insufficient space for all functional areas and no additional capacity to expand the building to meet current or future staffing and operational needs.

It is clear that the current facility does not meet the current operational needs for either department or provides many of the spaces needed in modern public safety facilities.

Due to the limitations of the current building and site, the project team programmed new public safety buildings for both the Police and Fire Departments. This would include all law enforcement operations and a replacement for Fire administration, emergency operations, and personnel currently deploying from the current headquarters location.

1. Approach to Development of the Space Program
When considering the space needs for public safety facilities, it is important to understand the context of departmental operations. The operational philosophy dictates the space needs to accommodate the services of both law enforcement and fire services.

As such, the project team analyzed the space needs independently for the Police Department and Fire Department.

The following assumptions were considered in developing the separate space needs. • The police and fire space needs were developed assuming being in two facilities. • The Police Department space would include the emergency operations center. • The Fire Department is programmed to include a community meeting room that would double as a staff conference / training room.
• Both buildings will include a staff fitness area.
• The Fire Department building would include both the department’s administration and up to 12 operations staff (sized for four apparatus plus to ambulances).

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 85
• The Police facility would include an indoor firing range. • Unassigned office/workstations were included in both space programs to allow for future staff growth.
• Space standards were used to ensure consistency between departments.

These assumptions along with others were used to develop an architectural space program.

2. Developing the Space Program
To ensure all readers of this report have the same understanding of what an architectural space program (or space program) is, it is important to outline the purpose and term definitions used throughout this chapter.

An architectural space program outlines all applicable spaces that should be incorporated into a new facility. A space program details the individual spaces and subsequent square footage for each respective space. This listing of spaces and square footage includes notes regarding operational adjacencies, along with other considerations that are beneficial to the architect during the design phase of the project.

The space program will essentially guide an architect’s understanding of the final design of the facility.

In order to better understand the components of a space program, the following five items are included in the space program tables:
1) Space name is the nomenclature used to identify individual spaces or the user of a particular space.
2) Number of Spaces identifies the total number of spaces for the space type or the number of individuals who are in a shared space.
3) Space Standard refers to the standard size associated with that space. The space standard is exclusive of the surrounding walls or circulation areas, etc. This is the internal area of an individual space (e.g., the internal dimension inside of an office).

This is also classified as the Useable Square Footage (USF) 4) Total Useable Square Foot refers to the total space needs dedicated to that space type. (Number of Space/Occupant multiplied by the Space Standard). This calculation provides the total useable square footage needed for the respective space type.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 86
5) The Notes column is utilized to provide pertinent details about the individual space, it may include dimensions, furnishings, adjacencies, etc.

Additional terms that will be used throughout this chapter include several expressions that are related to spatial area and size.
• The first term used is “useable square footage” as discussed previously. Useable square footage (USF) refers to the internal area of a space. This is the internal area inside the walls of a specific space. Square footage does not include wall thickness, circulation space, mechanical chases, etc.
• The second term used is circulation factor. Circulation factor refers to the square footage associated with useable space and includes circulation space, internal wall thickness, etc. The circulation factor is typically calculated by adding the useable square footages together and applying a percentage. The circulation factor varies depending on the type and size of the space. For example, an office area that is predominately comprised of individual offices will have a higher internal circulation factor than an area mostly made up of open workstations. This is due the increase in the number of walls and circulation areas. Circulation grossing factors typically range between 15 and 50% for most public safety operations.
• The third space term used is Total Departmental Square Feet which is the summation of the Useable Square Feet and Circulation Factor to determine the total space needs for a functional area. This calculation would include individual net square footage, internal wall thickness, and circulation space within a particular area or suite.
• The fourth space term presented in the space program is building square feet.

Building Square Feet (BSF) incorporates the building’s envelope, mechanical spaces and chases, etc. Similar to the circulation factor, the building grossing factor is a percentage calculation based on the total departmental square footage.

BSF grossing factors typically range between 15 and 30%, and is primarily dependent on the use, construction material, and number of stories. For example, storage buildings will have a lower building grossing factor than a multi-story office building. As storage buildings have thinner exterior walls and less mechanical support spaces when compared to an office building.

The project team developed a space program based on the current operational philosophy. Individual spaces were identified, and a corresponding square footage was determined. The notes column was completed with appropriate information when required. After the square footage was determined for each functional area an

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 87
appropriate circulation factor was calculated and applied. Then the departmental square footage was determined, and the building grossing factor was calculated. After the building grossing factor was calculated, it was added to the departmental square feet to determine the building gross square footage requirement.

The calculated building gross square footage is used by the architect to develop schematic designs of a new facility. This space program only analyzed the space needs for the facility and does not consider site needs (e.g., parking spaces, land area, etc.).

Overall, a space program is developed to provide an estimated square footage for a new facility and to specify parameters for an architect to begin developing schematic design and site plan options.

3. Police Department Space Program
When creating the space program for a new police facility, individual components were developed for each operational area. The space program will be presented by the following functional areas.
• Administration • Support Services (incl Misc.)
• Operations Division • Property and Evidence
• Investigations • Staff and Building Support
• Communications (E911) • Range
• Records • Holding Facility
The following subsections present the Police Department space program. (1) Administration
The following table summarizes the administrative space needs.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Administration
Chief 1 260 260 Private office, conference table
for 6.

Captain 2 200 400 Private office, seating for 4.

Executive Assistant 1 100 100 Private office, adjacent to suite waiting area.

Management Analyst 1 100 100 Private office
Unassigned Office 2 100 200 Private office

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 88
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Executive Conference
Room
10 25 250 Seating for 10.

Waiting Area 5 15 75 Adjacent to Chief's Office.

Storage 1 80 80 Secure storage
Total Useable Square Feet: 1,465
Circulation Factor: 35% 513
Total Departmental Square Feet: 1,978
A total of 1,978 department square feet is needed for Administration. (2) Operations Division
The Operations Division includes staff assigned to patrol, traffic, SWAT, and other specialty field units. The following table outlines the space needs for Operations.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Operations Division
Captain 1 150 150 Private office, seating for 4.

Lieutenant 2 100 200 Private office
Administrative
Sergeant
1 80 80 Private office
Patrol Sergeant 6 75 450 Shared office (2 per office)
Patrol Corporal 8 36 288 Shared room
Officer Workstation 4 36 144 Adjacent to briefing room
Traffic Officer 2 64 128 Shared office
Traffic Storage 1 100 100 Adjacent to Traffic office.

Community Service
Officer / Homeless
Team
6 64 384 Shared office
Community / Traffic
Storage
1 80 80 Storage for Traffic and
Community Services
Briefing Room 20 20 400 Close proximity to locker rooms and employee entrance
Officer Technology
Room
1 150 150 Adjacent to briefing room.

Includes extra electrical to charge
body cams, tablets, computers,
etc.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 89
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
SWAT Storage 40 10 400 Locker space for SWAT officers
and extra gear.

Unassigned Storage 1 100 100 Secure stoa
Specialty - Drone 1 150 150 Secure storage
Specialty - Homeless 1 100 100 Secure storage
Specialty - Events 1 150 150 Secure storage
Total Useable Square Feet: 3,454
Circulation Factor: 35% 1,209
Total Departmental Square Feet: 4,663
A total 4,663 departmental square feet is needed for the Operations Division. (3) Investigations
The following table summarizes the space program for Investigations.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Investigations
Lieutenant 1 100 100 Oversees all Support Services,
should be centrally located or with
Administration.

Investigation Sergeant 2 75 150 Shared office
Detective 12 80 960 Large open workstation.

School Resource
Officer
2 48 96 Open workstation
Tobacco Enforcement
& Compliance Officer
1 48 48 Open workstation
Administrative
Assistant
1 48 48 Open workstation, adjacent to
Lieutenant and Sergeant.

Analyst 2 64 128 Workstations in shared office.

Hoteling Area 2 50 100 Private alcove with small
workstation for phone calls, etc.

Investigation
Conference Room
16 25 400 Dedicated conference room for
Investigations. Capacity for 16.

Computer Forensics
Room
2 75 150 Secure room for computer
forensics. Requires supplemental
air conditioning.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 90
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Interview Room 2 120 240 Interview room with table and
three chairs.

Interview Monitoring
Room
1 100 100 Located between the interview
rooms.

Waiting Area 5 15 75 Suite waiting area.

Investigation Storage 1 125 125 Secure storage.

Total Useable Square Feet: 2,720
Circulation Factor: 35% 952
Total Departmental Square Feet: 3,672
3,672 departmental square feet is needed for Investigations. (4) Communications
The Communications Unit space program is presented in the following table.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Communications
Manager 1 100 100 Private office
Supervisor 2 75 150 Shared office
Dispatch Consoles 6 80 480 Dispatch consoles that are
adjustable height and
configurations.

Restroom 1 50 50 Adjacent to dispatch floor.

Quiet Room 1 100 100 Located away from dispatch floor,
includes comfortable seating.

Break Area 1 150 150 Refrigerator, counter, sink, small table
Storage 1 100 100 Secure storage.

Server Room 1 100 100 E911 server room. May be located
with other building server rooms.

Total Useable Square Feet: 1,230
Circulation Factor: 35% 431
Total Departmental Square Feet: 1,661

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 91
Communications needs a total of 1,661 departmental square feet for a total of three supervisory staff and six dispatch consoles.
(5) Records
The Records space needs are presented below. This space program does not include long term records storage that is currently stored offsite.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Records
Public Counter 2 36 72 Small workstations that are
adjacent to lobby. Includes staff
computers.

Staff Workstation 8 64 512 Open workstation
Supervisor 1 100 100 Private office
Active File Storage 1 125 125 Space saver file management system
File Storage (Non -
Active, Recent)
1 100 100 Space saver file management
system
Office Supply Storage 1 150 150 Secure office supply storage for entire Department.

Total Useable Square Feet: 1,059
Circulation Factor: 35% 371
Total Departmental Square Feet: 1,430
A total of 1,430 department square feet is needed for Records staff and active records management and storage.
(6) Support Services
Support services includes staff assigned to information systems, code enforcement, volunteers, and interns/cadets. Their space needs are included in the following table.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Support Services (Miscellaneous)
Information Systems
Workstation
3 80 240 Large open workstation.

IS Storage / Work Area 1 150 150 Secure storage area with work bench.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 92
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
IS Server Room 1 150 150 Maybe collocated with E911
server room.

Code Enforcement
Workstation
1 64 64 Open workstation
Volunteer & Cadet
Workstations
6 36 216 Workstations for volunteers,
interns, or other temporary staff.

Volunteer Storage 1 80 80 Secure storage for volunteers.

Total Useable Square Feet: 900
Circulation Factor: 35% 315
Total Departmental Square Feet: 1,215
A total of 1,215 square feet is needed for support services staff and operations. (7) Staff and Building Support
This section includes the spaces needed to support Police Department operations, staff, and building needs.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Staff & Building Support
Public Lobby 1 250 250 Public entrance that includes drop boxes, seating, and display cases.

Interview Room 1 100 100 Accessible off of public lobby.

Fingerprinting Room 1 150 150 Accessible off of public lobby.

Community Room /
EOC
50 20 1,000 Accessible off of public lobby and
outside staff secure area of
building. Should be accessible
from staff area.

Community Room
Storage
2 150 300 Adjacent storage for equipment
and supplies.

EOC Storage 1 150 150 Dedicated storage for EOC
equipment.

Locker Room 125 7 875 Individual, full size lockers that include electrical outlets and boot
dryers.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 93
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Changing Room 10 35 350 Adjacent to locker area, includes a bench.

Shower 6 35 210 Adjacent to locker area and
restrooms.

Unisex Restrooms 6 50 300 Adjacent to locker area.

Nursing Room 1 50 50 Private room for parental nursing.

Sleeping Quarters 4 30 120 Two set of bunk beds for staff.

Armory 1 200 200 Includes work bench and firearm
racks.

Armory Bulk Storage 1 250 250 Located near range.

Fitness Area 1 500 500 Located in close proximity to
locker area.

Break Room 1 300 300 Centrally located. Includes a
refrigerator, sink, counter, and
table.

Staff Restroom 8 50 400 Unisex or male/female with four stalls each.

Public Restrooms 4 50 200 Adjacent to community room and public lobby.

Janitor's Closet 2 50 100 includes mop sink and storage shelves.

Total Useable Square Feet: 5,805
Circulation Factor: 35% 2,032
Total Departmental Square Feet: 7,837
A total of 7,837 departmental square feet is needed for staff and building support services.
(8) Property and Evidence
The Property and Evidence space needs are presented below.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 94
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Property & Evidence
Property & Evidence
Packaging Workstation
2 48 96 Includes a work counter and
supplies to package property and
evidence.

P & E Lockers 1 50 50 Pass through lockers adjacent to
workstations.

P & E Intake 1 100 100 Adjacent to Lockers for staff to intake and log property and
evidence.

P & E Custodian
Workstation
2 80 160 Staff workstation adjacent to
storage areas.

P & E Storage - General 1 400 400 General storage area, includes space saver shelfs with multiple
configurations.

P & E Biological
Storage
4 25 100 Includes refrigerators/freezers to
storage biological evidence.

P & E Drying Cabinet 2 25 50 Adjacent to intake area.

P & E Storage -
Valuables
1 50 50 High value locker/safe.

P & E Storage -
Firearms
4 50 200 Fire
arm storage area with
shelving/racks for firearm
storage.

P & E Storage - Drugs 2 50 100 Separate room with external ventilation for drugs.

Evidence Disposition
Storage
1 150 150 Staging area adjacent to P&E
storage area for items to be
disposed or destroyed.

Total Useable Square Feet: 1,456
Circulation Factor: 35% 510
Total Departmental Square Feet: 1,966
A total of 1,966 department square feet is needed for property and evidence. It should be noted that during the design phase of a new building, that property and evidence spaces should be located near the exterior of the building to allow proper ventilation for this space.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 95
(9) Range
The following table summarizes the space needs for an indoor firearms range. Ideally, the range would be located along an exterior wall of the building for proper ventilation and to meet the request of the Department to be able to drive a vehicle into the range.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Range
Range Waiting Area 1 250 250 Entry area adjacent to shooting stations.

Range Office 2 75 150 Shared office for range staff.

Range Storage 1 150 150 Secure storage for range
operations.

Range 8 960 7,680 Lane is 2 Yards by 50 Yards and
includes 60 square feet shooting
area per lane. Incorporate exterior
access to allow vehicle access.

Range Mechanical
Room
8 60 480 Adjacent to range and includes
exterior ventilation.

Total Useable Square Feet: 8,710
Circulation Factor: 50% 4,355
Total Departmental Square Feet: 13,065
The range would require 13,065 departmental square feet. (10) Holding Facility
The project team was asked to include a Type 1 (72 hour) holding facility in a new facility.

The following table summarizes the space needs for a 16 bed holding facility.

Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Holding Facility
Vehicle Sallyport 1 600 600 Secure sallyport adjacent to holding area. Interlock gates for
drive-through area to (un)load
detained individuals.

Entry Vestibule 1 80 80 Interlock doors between vehicle sallyport and pat down area.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 96
Space Name / Staff
Number
of Spaces
Space
Standard
Total
Useable
SF Notes
Pat Down Area 1 50 50 Adjacent to entry vestibule.

Booking Station 1 60 60 Fingerprint and photo station.

Officer Workstation 2 80 160 High top counter with two
computers and control panel for
area.

Intoxilyzer Station 1 60 60 Station located adjacent to open seating and officer workstation.

Open Seating 1 100 100 Visible from Officer Workstation Single Holding Cell 4 70 280 Holding cell with metal bed and stainless toilet/sink combo.

Double Bunked Cell 6 80 480 Holding cell with metal bed and stainless toilet/sink combo.

Group Holding Cell 1 150 150 Holding cell with metal bench and stainless toilet/sink combo.

Adjacent to open seating.

Food Area 1 100 100 Area to food prep and storage.

Property Storage 1 100 100 Secure inmate property storage area.

Interview Room 2 80 160 Interview room with table and two chairs.

Total Useable Square Feet: 2,380
Circulation Factor: 45% 1,071
Total Departmental Square Feet: 3,451
The 16 bed holding facility will require 3,451 departmental square feet. (11) Police Department Space Summary
The following table summarizes the departmental and building square foot needs of the Police Department.

Functional Area Useable SF Departmental SF
Administration 1,465 1,978
Operations Division 3,454 4,663
Investigations 2,720 3,672
Communications 1,230 1,661
Records 1,059 1,430

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 97
Functional Area Useable SF Departmental SF
Support Services (Miscellaneous) 900 1,215
Staff & Building Support 5,805 7,837
Property & Evidence 1,456 1,966
Range 8,710 13,065
Holding Facility 2,380 3,451
Total Square Feet 29,179 40,936
Building Gross Factor 20% 8,187
Total Building Square Feet 49,123
Overall, a total of 49,123 building square feet is needed to accommodate the Police Department operations. The range and holding facility accounts for approximately 40.3% of the new building square footage.

4. Fire Department Space Program
A Fire Department space program was developed that included Administration, Operations (currently deployed from the 3rd Street station), and staff and support areas. (1) Administration
The following table summarizes the space needs for Administration.

Space Name / Staff
Number
of
Spaces
Space
Standard
Total
Useable
SF Notes
Administration
Chief 1 260 260 Private office, conference table for

6. Deputy Chief 1 200 200 Private office, seating for 4.

Battalion Chief 3 125 375 Private office, seating for 2.

Fire Marshal 1 100 100 Private office
Community Risk
Reduction Specialist
2 75 150
Shared office
Management Analyst 1 100 100 Private office, adjacent to Chief.

Unassigned Office 1 100 100 Private office
File Storage 1 100 100 Secure storage for Management
Analyst
Storage 1 100 100 General secure storage
Executive Conference
Room
10 25 250 Executives staff locker room
Break Counter 1 50 50 Sink, cabinet, refrigerator
Restroom 2 50 100 Unisex restroom
Total Useable Square Feet: 1,885

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 98
Circulation Factor: 35% 660
Total Departmental Square Feet: 2,545
A total of 2,545 department square feet is needed for Fire Department Administration. (2) Operations
The following spaces are needed for fire and emergency medical apparatus and equipment deployed from this location.

Space Name / Staff
Number
of
Spaces
Space
Standard
Total
Useable
SF Notes
Operations
Fire Apparatus Bay 3 800 2,400 Each bay is 16' wide by 50' long.

Tiller Bay 1 1200 1,200 Bay is 16' wide by 75' long.

EMS Bay 2 300 600 Each bay is 12' wide by 25' long
Command Bay 2 300 600 Each bay is 12' wide by 25' long
Gear Room 30 7 210 Gear storage area with open air
lockers that vent to the exterior
Washer / Extractor 1 100 100 Washer and extractor room.

Adjacent to bays.

Decontamination
Room
1 100 100 Area to hose off PPE and FF.

Adjacent to apparatus bay or on
building exterior.

Cascade / SCBA 1 125 125 Room for Cascade equipment and bottle storage.

Quick Supply Storage 1 100 100 Close proximity to apparatus bay for quick supply replenishing.

Hose Tower 1 125 125 Hose drying area with racks /
tower.

Equipment Storage /
Work Room
1 200 200 Equipment storage area with work
bench.

Bulk Storage 1 250 250 Bulk storage for Department
supplies.

Total Useable Square Feet: 6,010
Circulation Factor: 15% 902
Total Departmental Square Feet: 6,912
A total of 6,912 departmental square feet is needed for operation apparatus and equipment needs.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 99
(3) Staff and Building Support
The following table outlines the space needs for both administration and operations staff support, along with building support needs.

Space Name / Staff
Number
of
Spaces
Space
Standard
Total
Useable
SF Notes
Staff and Building Support
Sleep Quarters 12 125 1,500 Individual sleeping area with single bed, desk, chair, and 3 lockers.

Battalion Chief
Quarters
1 150 150 Individual sleeping area with single
bed, desk, chair, and 3 lockers.

Restroom 3 50 150 Unisex restrooms.

Shower 2 75 150 Unisex showers.

Kitchen 8 25 200 Includes 3 refrigerators, sink,
range, dishwasher, counters, and
cabinets.

Dining 10 15 150 Dining area adjacent to kitchen.

Living Area 10 30 300
Laundry Area 1 100 100 Laundry area for linens, towels, etc.

Fitness Area 1 500 500 Staff fitness area.

Janitor's Closet 1 50 50 includes mop sink and storage
shelves.

Storage 1 100 100 Secure storage.

Building Entry and
Waiting Area
1 150 150 Public lobby area. Seating for 8.

Public Restroom 2 60 120
Community Meeting /
Staff Conference
20 20 400 Community meeting room with
exterior access. Doubles as staff
training and conference room.

Total Useable Square Feet: 4,020
Circulation Factor: 35% 1,407
Total Departmental Square Feet: 5,427
5,427 departmental square feet is needed for staff and building support areas. (4) Fire Department Space Summary
The following table summarizes the departmental and building square foot needs of the Fire Department.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 100
Functional Area Useable SF Departmental SF
Administration 1,885 2,545
Operations 6,010 6,912
Staff and Building Support 4,020 5,427
Total Square Feet 14,883
Building Gross Factor 20% 2,977
Total Building Square Feet 17,860
Overall, a total of 17,860 building square feet is needed to accommodate the Fire Department administration and operations need currently located at the public safety headquarters on third street.

5. Parking Needs
In addition to determining the facility needs for public safety operations, it is equally important to ensure that the site provides adequate parking for staff and the public.

Parking needs are critical for public buildings, especially those that include significant community areas, such as a community meeting room. This section will analyze the site needs for the Police and Fire Departments. The parking needs were developed based on the assumption that both departments would be in independent facilities and locations. (1) Police Department Parking Needs
Parking needs are based on the projected number of staff and assumes the following:
• The Department will continue to provide pool vehicles for patrol staff. • Detectives will be assigned a dedicated vehicle.
• Lieutenants and above will be assigned a dedicated, take home vehicle. • 90% of employees will drive daily to work. Employee spaces does not account for patrol shift change overlap but assumes sufficient spaces would be available as most professional and detective staff would not at the station during 0600 and 1800 hour shift change.
• A total of four spaces are provided for public and ADA parking onsite. • Parking for two specialty vehicles will be provided (e.g., bear cat, mobile command, etc.). Space standard is 500 square feet per vehicle.
• A space standard of 400 square feet is used for light duty vehicles and this includes circulation for a surface lot. If a multi-story parking structure is constructed, a space standard of 350 square feet per space should be used.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 101
• Staff and city vehicle parking would be included onsite. Public parking beyond two ADA spots and two public spaces would be onstreet or offsite parking.

The following table summarizes the parking space needs for a separate police facility.

Type Count Surface Lot Square Feet Parking Deck Square Feet Police Vehicles 36 14,400 12,600
Specialty Vehicles 2 1,000 N/A
Employee Vehicles 45 18,000 15,750
Public Parking 4 1,600 1,400
Total 87 35,000 29,750
A total of 35,000 square feet is needed for the Police Department parking needs. This is approximately 0.81 acres. If a parking structure was constructed, approximately 29,750 square feet of space would be needed. This calculation excluded the specialty vehicle parking as they likely would not fit in a structured parking facility. (2) Fire Department Parking Needs
The parking needs for the Fire Department includes a combination of shift (operations) and administrative staff. The following assumptions were used:
• Deputy Chief and above will have take-home vehicles and are included in the city vehicle count.
• Employee parking includes operations and administrative staff. The total number of spaces does not include overlap for operations shift change. • Three public spaces are provided, including ADA spaces. • Parking deck square footage was provided in the event of a consolidated parking deck with other entities.

The following table summarizes the parking space needs for a standalone fire headquarters and station.

Type Count Surface Lot Square Feet Parking Deck Square Feet City Vehicles 6 2,400 2,100
Employee Vehicles 20 8,000 7,000
Public Parking 3 1,200 1,050
Total 29 11,600 10,150
A total of 11,600 square feet of parking is needed for the Fire Department. This is approximately 0.27 acres.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 102
Appendix: Results of the Employee Survey
Introduction and Key Highlights
The Matrix Consulting Group (MCG) was retained by the City of La Verne (CA) to complete a Police Staffing Study of the La Verne Police Department (LVPD). The scope of work included a survey to gauge the attitudes of the employees of the department in various topics about the Department and serving the community. An employee survey is important in any police study today. MCG project staff arrived at these specific questions and themes after consultation with members of LVPD staff during the early stages of the project.

The initial round of invitations was distributed on April 3, 2023, and the survey was closed to responses on April 17, 2023. Of the 63 total invitations sent to LVPD employees, there were a total of 49 responses (either partial or complete) received by the project team, resulting in a response rate of 78%. This response rate is high in the experience of MCG project staff and adequate for analysis according to best practices.

Key Highlights
While many of these topics are expanded upon in the following sections, there are several key takeaways to note.
• LVPD employees express high levels of satisfaction regarding several key topics, including:
- High level of service provided to the community,
- The department’s emphasis on community policing,
- Training and resource provided to employees to adequately and efficiently complete job duties,
- The level of accountability in the organization, and
- The clarity of communication from the top of the organization. • Responding employee express high levels of dissatisfaction with staffing levels in most of the Department.
• Responding employees feel that the City is not keeping up with the necessary resources to continue to provide a high level of service. There is a growing need for increased resources to assist in dealing with behavioral health and homelessness issues in the City.

Responses are organized into sections based on question topic/themes.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 103

1. Respondent Demographics and Background Information
Of the 49 responding employees, there were a total of 29 (59%) sworn employees compared to 20 (41%) professional employees.

Employee Status % #
Sworn Employee 59.2% 29
Professional Employee 40.8% 20
Total Respondents 100.0% 49
A large majority of respondents indicated being a male (57%), followed by Female respondents (37%). Three employees (6%) declined to respond to this question.

Employee Gender % #
Male 57.1% 28
Female 36.7% 18
Prefer Not to Answer 6.1% 3
An equal number of respondents (n=18; 37%) indicated serving LVPD for less than 5 years and for 15 years or more. The remaining respondents indicated serving the department for between 5 and 10 years (23%) and between 11 and 15 years (4%).

Employee Tenure % #
Less than 5 years 36.7% 18
Between 5 and 10 years 22.5% 11
Between 11 and 15 years 4.1% 2
15 years or more 36.7% 18
As expected, most respondents are sworn Police Officers, Reserve Officers, or Detectives (37%), followed by another 35% (n=17) indicating that they are non-supervisory professional staff. Supervisory professional staff represented 8% (15 respondents) of the total respondent pool, while supervisory sworn staff represented 20% of the respondent pool.

Employee Current Rank % #
Professional Staff: Non-Supervisory 34.7% 17
Professional Staff: Supervisory 8.2% 4
Sworn: Police Officer, Reserve Officer, or Detective 36.7% 18 Sworn: Sgt., Lt., Deputy Chief, or Chief 20.4% 10

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 104
A majority of respondents indicated being of White race (47%), followed by 41% Hispanic or Latino, and 2% Pacific Islander respondents. A total of five respondents (10%) declined to respond to the question.

Employee Race % #
White 46.9% 23
Black or African American 0.0% 0
Native American 0.0% 0
Asian 0.0% 0
Hispanic or Latino 40.8% 20
Pacific Islander 2.0% 1
Other 0.0% 0
Prefer Not to Answer 10.2% 5
Almost half (45%) of respondents have acquired a 4-year college degree with another 16% achieving post-graduate collegial education. Thirteen respondents (27%) indicated acquiring some college while 3 others (6%) indicating completing a 2-year college degree.

Employee Level of Education % #
High School Diploma 4.1% 2
Some College 26.5% 13
2-year Degree 6.1% 3
4-year Degree 44.9% 22
Graduate School 16.3% 8
Prefer Not to Answer 2.0% 1
A majority of responding employees (61%) were currently assigned to the Operations Division within LVPD. This is followed by 33% of respondents (16) currently assigned to the Support Services division with the remaining 3 respondents (6%) being assigned to either the Chief’s Office or Administrative Services.

Employee Current Assignment % #
Chief's Office/Administrative Services 6.1% 3
Operations Division 61.2% 30
Support Services Division 32.7% 16

2. General Multiple Choice Questions
The following two sections report responses to questions relating to 1) General Topics of the La Verne Police Department and 2) topics specific to the Operations Division. The general topics section was asked to all employees, regardless of current assignment,

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 105
while the patrol specific questions were asked to those employees who indicated that they were currently assigned to patrol.

Questions regarding these topics were asked in statement form, asking respondents to indicate their level of agree (i.e., Strongly Disagree (SD), Disagree (D), Agree (A), or Strongly Agree (SA)). Results are presented with a shading of blue in correlation with the level of agreement (or disagreement) with the statements listed. (1) General Questions
General topics questions were asked to all staff members. These questions cover topics such as LVPD’s level of service to the community, their relationship with the community, training and technological resources, internal communication, and many others. The findings are presented in the table below:
# Statement SD D A SA NO
1 The La Verne Police Department provides a high level of service to the community. 0% 7% 24% 69% 0%
2 Community policing is a high priority for the Department. 0% 7% 36% 58% 0% 3 In general, we have a good relationship with the
community. 0% 0% 31% 69% 0%
4 I receive enough training to be effective at my job. 0% 16% 51% 33% 0% 5 I have the technology necessary to complete my job tasks adequately and efficiently. 4% 13% 56% 27% 0%
6 Our hiring practices bring in the best officers/employees for the job. 16% 29% 27% 22% 7%
7 There is clear communication from the top of the
organization. 29% 11% 31% 27% 2%
8 There is a high level of accountability throughout the organization. 22% 16% 38% 22% 2%
9 Supervisory spans of control are adequate. 13% 27% 31% 16% 13%

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 106
# Statement SD D A SA NO
10 Support functions … are adequately staffed to ensure the maintenance of service level goals10. 31% 38% 22% 2% 7% 11 The City has done an adequate job in providing resources … respond to the growing demand in La Verne11. 22% 47% 22% 4% 4% 12 La Verne PD is adequately staffed to handle the emerging needs of the community. 44% 40% 4% 4% 7%
13 Our current approach … to calls involving behavioral health and/or homelessness … adequate12. 13% 24% 40% 7% 16% 14 In the future, we will need … additional … resources to behavioral health and homelessness …13. 2% 4% 29% 51% 13% Responding employees indicated having high levels of agreement relating to the following topics:
• The high level of service that LVPD provides to the community, • LVPD’s emphasis on community policing and their relationship with the community,
• The adequacy of training at LVPD,
• Technological resources provided to employees,
• The hiring and recruitment practices of LVPD,
• The clarity of communication throughout the organization, • Accountability throughout the organization,
• The adequacy of supervisory spans of control,
• The adequacy of LVPD’s current response to behavioral health and homelessness issues within the community, and
10 Full Statement: “Support functions outside of the Patrol Division are adequately staffed to ensure the maintenance of service level goals.”
11 Full Statement: “The City has done an adequate job in providing resources to the police department to respond to the growing demand in La Verne.” 12 Full Statement: “Our current approach to responding to calls involving behavioral health and/or homelessness issues is adequate.”
13 Full Statement: “In the future, we will need to dedicate additional specialized resources to behavioral health and homelessness issues in the community.”

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 107
• The need to dedicate additional resources to behavioral health and homelessness issues in the future.

While most questions showed results with high levels of agreement amongst LVPD employees, there were also several areas identified by MCG project staff as opportunities for improvement within LVPD. These topics are listed and expanded upon in the section below.
(2) General Topics Opportunities for Improvement
Expansion of these areas are listed on a question-by-question basis. Expansion is constructed across relevant employee demographic and background information collected at the onset of the employee survey. Only relevant findings are portrayed. #10: “Support functions outside of the Patrol Division are adequately staffed to ensure the maintenance of service level goals.”
Approximately 69 percent of respondents overall indicated that they disagree or strongly disagree to the statement above relating to the staffing of support functions outside of the Patrol Division at LVPD. Seeing as this is a large majority, these findings are consistent throughout all demographic categories of responding employees. The following table outline these findings across employee current rank:

Employee Current Rank SD D A SA NO
Professional Staff: Non-Supervisory 40% 40% 13% 0% 7%
Professional Staff: Supervisory 25% 75% 0% 0% 0%
Sworn: Police Officer, Reserve Officer, or Detective 38% 6% 44% 0% 13% Sworn: Sgt., Lt., Deputy Chief, or Chief 10% 70% 10% 10% 0% As shown above, these findings are consistent across all employee ranks, spanning both professional staff and sworn members of the organization.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 108
#11: “The City has done an adequate job in providing resources to the police department to respond to the growing demand in La Verne.” Findings indicate that more than half of respondents (69%) disagreed with this statement relating to the adequacy of support given to LVPD from the City government. These findings are consistent throughout most employee demographic categories, with slight variations in responses across employee assignment, as shown below:

Current Assignment SD D A SA NO
Chief's Office/Administrative Services 0% 100% 0% 0% 0% Operations Division 29% 43% 18% 7% 4%
Support Services Division 14% 43% 36% 0% 7%
The findings shown above indicate slight increases in level of agreement throughout the Support Services Division compared to the Operations Division and Chief’s Office and Administrative Services. However, 52% of these employees still express disagreement to some degree.
#12 “La Verne PD is adequately staffed to handle the emerging needs of the community.”
A large majority (84%) of respondents indicated that they disagreed or strongly disagreed with the statement above regarding the adequacy of LVPD’s staffing to handle the emerging needs of the La Verne community.

Employee Status SD D A SA NO
Sworn Employee 48% 41% 4% 0% 7%
Professional Employee 39% 39% 6% 11% 6%
These findings were consistent across all employee demographics. For reference, findings across employment status (sworn vs. professional staff), are provided above.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 109
(3) General Opinions Open-Ended
At the conclusion of the general opinions multiple-choice section, respondents were provided the opportunity to expand upon any of the addressed topics. Responses underscored the trends outlined in the previous section – notably pointing out their impression of a lack of staffing throughout the entire agency. These responses spanned not only patrol and operations staff members, but also the inadequate staffing in support positions such as dispatch and records.

3. Patrol Specific Questions
MCG project staff and LVPD administration also selected questions to ask specifically to patrol officers of LVPD. These questions are pertinent to gauge opinions relating to daily operations of patrol efforts and services directed toward the community. These questions were also asked in statement form, asking patrol officers to indicate their level of agreement with said statement (i.e., Strongly Disagree (SD), Disagree (D), Agree (A), or Strongly Agree (SA)). Results are presented with a shading of blue in correlation with the level of agreement (or disagreement) with the statements listed.

Of the responding employees, 22 personnel indicated being currently assigned to patrol and responded to this bank of questions. The following table shows the representation of patrol personnel across the current patrol shifts within the LVPD Operations Division:

Patrol Shift % #
Day Shift 63.6% 14
Night Shift 36.4% 8
(1) Multiple Choice
The level of opinion matrix containing statements only applicable to the responding patrol officers is shown below:

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 110
# Statement SD D A SA NO
1 We have sufficient proactive time available to address problems in the community. 18% 32% 50% 0% 0%
2 Most of the time, there are adequate backup units
available. 27% 41% 32% 0% 0%
3 Our response times to lower priority calls are adequate. 0% 18% 64% 18% 0% 4 Our response times to higher priority calls are
adequate. 0% 14% 50% 36% 0%
5 Our current shift schedule allows for officers to
complete an adequate amount of work responsibilities. 18% 32% 27% 18% 5% 6 Our shift schedule allows for adequate work / life
balance. 32% 18% 32% 18% 0%
7 The amount of overtime I am required to work is
reasonable. 23% 23% 32% 23% 0%
8 Patrol Sergeants have an adequate presence in the
field. 59% 36% 5% 0% 0%
9 Collateral duties inhibit my ability to provide patrol services to the La Verne community. 9% 32% 36% 9% 14%
Results presented above show that patrol officers had a positive outlook and high levels of agreement relating to topics such as their response times to low- and high-priority calls for service, and the reasonableness of overtime demands of the department.

There are several statements in the chart above to which the majority of respondents responded in a nature that could exposes an opportunity for improvement for LVPD administration. A breakdown of these findings across relevant demographic characteristics is provided in the section below.
(2) Operations Division Opportunities for Improvement
As before, expansion of these areas is listed on a question-by-question basis. Expansion is constructed across relevant employee demographic and background information collected at the onset of the employee survey. Only relevant findings are portrayed.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 111
#1: “We have sufficient proactive time available to address problems in the community.” Exactly half of respondents assigned to patrol (50%) responded that they disagreed or strongly disagreed with the statement above regarding the proactive time they had available to address problems within the La Verne community. These findings vary across several relevant employee demographics, including the current shift assignment and employee tenure categories, as shown below:

Patrol Shift SD D A SA NO
Day Shift 29% 36% 36% 0% 0%
Night Shift 0% 25% 75% 0% 0%
Patrol employees assigned to night shift have a much higher level of agreement regarding the sufficiency of proactive time available compared to day shift employees. This finding could shed light on a staffing allocation imbalance in patrol, which will be explored in the resource analysis part of MCG’s scope of work.

Employee Tenure SD D A SA NO
Less than 5 years 33% 33% 33% 0% 0%
Between 5 and 10 years 33% 33% 33% 0% 0%
Between 11 and 15 years 0% 0% 100% 0% 0%
15 years or more 8% 33% 58% 0% 0%
Another interesting variation in responses come from employee tenure categories (shown above). Results indicate that there is a much higher level of disagreement amongst earlier tenured employees compared to those tenured over 10 years. These results could translate to an increased workload on younger patrol officers on the street compared to supervisory staff members with more tenure.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 112
#2: “Most of the time, there are adequate backup units available.” A majority of respondents (68%) disagreed or strongly disagreed to the statement above relating to the adequacy of backup unit availability in La Verne. These findings are consistent across all relevant employee demographics, including across patrol shifts as shown below:

Patrol Shift SD D A SA NO
Day Shift 29% 36% 36% 0% 0%
Night Shift 25% 50% 25% 0% 0%
#5: “Our current shift schedule allows for officers to complete an adequate amount of work responsibilities.”
Half of respondents (50%) indicated that they disagreed or strongly disagreed with the above statement relating to the adequacy of the current shift schedule’s ability to provide officers with an adequate amount of time to complete work responsibilities. These findings vary across patrol shift assignment, as shown below:

Patrol Shift SD D A SA NO
Day Shift 29% 36% 14% 21% 0%
Night Shift 0% 25% 50% 13% 13%
These findings, considered with the findings presented above, indicate a feeling of being overworked if assigned to the Day Shift. As mentioned previously, this topic will be explored in the resource analysis part of MCG’s scope of work.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 113
#6: “Our shift schedule allows for adequate work/life balance.” As before, half of respondents (50%) disagreed or strongly disagreed with the finding above relating to the shift schedule’s ability to provide patrol officers with adequate work/life balance. Findings across relevant employee demographic categories are relatively sporadic, exemplified below by findings across patrol shift assignments:

Patrol Shift SD D A SA NO
Day Shift 36% 14% 36% 14% 0%
Night Shift 25% 25% 25% 25% 0%
#8: “Patrol Sergeants have an adequate presence in the field.” A large majority of respondents (95%) disagreed or strongly disagreed with the statement above regarding the adequacy of LVPD patrol sergeants’ presence in the field.

As to be expected, these findings are consistent across all relevant employee demographics, exemplified by findings across employee tenure categories shown below:

Employee Tenure SD D A SA NO
Less than 5 years 33% 50% 17% 0% 0%
Between 5 and 10 years 67% 33% 0% 0% 0%
Between 11 and 15 years 0% 100% 0% 0% 0%
15 years or more 75% 25% 0% 0% 0%

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 114
#9: “Collateral duties inhibit my ability to provide patrol services to the La Verne community.”
Interviews with relevant LVPD staff frequently brought up the topic of exorbitant collateral duties demands on LVPD staff members. As a result, the question above was included in the employee survey. While only 45% of employees overall disagreed or strongly disagreed with the statement above relating to collateral duties, there are high variations in the findings across employee rank, as shown below:

Employee Current Rank SD D A SA NO
Sworn: Police Officer, Reserve Officer, or Detective 14% 43% 29% 0% 14% Sworn: Sgt., Lt., Deputy Chief, or Chief 0% 0% 57% 29% 14% These results are as to be expected, as supervisory personnel are those who are tasked with more administrative and collateral duties in the experience of MCG project staff.

Collateral duties and their associated workload inhibitions will be considered while moving forward in MCG’s analyses.

4. Open-Ended Responses
The concluding sections of the survey asked respondents to answer in open-ended form, indicating what they thought were 1) the top three strengths of LVPD, and 2) the top three opportunities for improvement at LVPD. Keyword phrase analysis was used by project staff to analyze these open-ended responses. The most frequent responses are displayed in the following tables. Number of responses are displayed for each corresponding table (as these responses were optional).
(1) Top Three Department Strengths
The top responses from employees relating to the strengths of LVPD were the recruitment and retention efforts of LVPD, followed by the flexibility of employees and their ability to meet demands even when short staffed. Responses that indicated ‘Recruitment and Retention’ accounted for a total of 30% of responses. Other areas of note were the administration of LVPD and line level employees throughout the organization.

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 115
Rank Response Code
1 Recruitment/Retention
2 Flexible Employees
3 Administration
Line Level Staff Members
(2) Top Three Opportunities for Improvement
The most frequent opportunity for improvement at LVPD in the eyes of responding employees was an improvement in the current staffing levels. An increase in current staffing levels accounted for 58% of all responses. Subsequent responses indicated that responding employees feel that recruitment and retention efforts could be improved.

Rank Response Code
1 Staffing
2 Recruitment/Retention
Rarely is a single response code found in both the top strengths and the top areas of improvement for a police organization in the experience of MCG project staff. A breakdown of both response categories is provided below to provide more context to LVPD administration.
(2.1) “Staffing” Response Breakdown
A total of 58% of all responses to the question presented to LVPD employees received the response code of ‘Staffing’. In an effort to provide more context to these responses, MCG project staff completed a further analysis of these responses that yielded the following results:
"Staffing" Response Breakdown %
General 61.9%
Dispatch 23.8%
Administration* 14.3%
*Captains, Lieutenants, and/or Assistant Chiefs
Responses indicate that a majority of respondents (62%) replied in a general staffing connotation, while 24% of responses clearly identified a need for an increase in Dispatch staffing. The remaining 14% of responses indicated that there is a need for increased administrative personnel (e.g., Captains, Lieutenants, and/or Assistant Chiefs).

Police Department Utilization and Staffing Study La Verne, CA Matrix Consulting Group 116
(2.2) “Recruitment and Retention” Response Breakdown
Recruitment and retention were categories that frequently appeared in top responses for both the strengths of the LVPD organization and the areas of improvement for the LVPD organization. Responses in the staffing strengths frequently referred to one of two main subcategories, 1) the strength of the personnel that are brought into the organization (in terms of their qualifications and capabilities, and 2) the consistency of the hiring process to maintain a steady flow of candidates and cadets. Conversely, a large majority of responses under the opportunities for improvement section referred to retention efforts on behalf of current employees (e.g., promotions and compensation increases).

City of La Verne,City Council
Agenda Report
DATE: May 20, 2024
TO: Honorable Mayor and City Council
FROM: Eric Scherer, Community Development Director
SUBJECT: APPROVAL OF THE OLD TOWN LA VERNE BUSINESS IMPROVEMENT

DISTRICT ANNUAL REPORT AND INTENTION TO LEVY AN ANNUAL

ASSESSMENT

SUMMARY
The 2023-2024 annual report for the Old Town La Verne Business Improvement District has been prepared for review by the City Council. Per state law, the City Council is required to declare its intention to hold a public hearing to levy annual assessments for the businesses located within the district area.

RECOMMENDATION
That the City Council:

1. Approve the 2023-2024 Annual Report for the Old Town La Verne Business Improvement District (BID); and,

2. Adopt the attached Resolution declaring the City’s intention to levy an annual assessment for Fiscal Year 2024-25 for the BID at their meeting on June 3, 2024.

DISCUSSION
In April of 1986, the City Council adopted Ordinance No. 720, establishing a business improvement district for downtown La Verne. In January of 1987, the City Council adopted Ordinance No. 733, establishing an advisory board for the Downtown La Verne Business Improvement District.

In 2002 the Advisory Board and the City Council officially changed the name of the organization to the Old Town La Verne Business Improvement District (BID). Since it's formation, it has been the practice of the BID Advisory Board to submit an Annual Report that includes:
• An overview of prior year activities.
• A proposed budget for the upcoming fiscal year.
• A re-establishment of district boundaries and assessment formula in compliance with the Parking and Improvement Area Law of 1989.

Staff is currently exploring hiring an outside consultant to evaluate the role of the BID and that of the Old Town La Verne Business Improvement Association (Association) to see what responsibilities need to be shifted or modified, including staffing needs, as more of the promotion of the Old Town area is shifted from City responsibility to the Association.

Approval of the Old Town La Verne Business Improvement District Annual Report and Intention to Levy an Annual Assessment, Page 2

FISCAL ANALYSIS
The BID budget will be included during the regular budget process to be funded through the Business Improvement District Fund.

ENVIRONMENTAL ANALYSIS
None.

LEGAL REVIEW
This report and the attached Resolution were reviewed and approved by the City Attorney.

ATTACHMENTS

1. Reso 24-XX - BID Set Annual Hearing

2. Exhibits A and B For Resolutions

3. BID Annual Activity Report

RESOLUTION NO. 24-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA VERNE,

CALIFORNIA, APPROVING THE ANNUAL REPORT OF THE OLD TOWN LA VERNE

BUSINESS IMPROVEMENT DISTRICT AND DECLARING ITS INTENTION TO LEVY AN ANNUAL ASSESSMENT FOR FISCAL YEAR 2024-25 AND SETTING THE TIME

AND PLACE FOR A PUBLIC HEARING ON THE PROPOSED ASSESSMENT WHEREAS, in adopting the Parking and Business Improvement Area Law of 1989 (California Streets and Highways Code sections 36500, et seq.), the California Legislature authorized cities to levy assessments on businesses in order to promote economic revitalization and tourism, to create jobs, attract new businesses, and prevent erosion of business districts; and
WHEREAS, on April 21, 1986, by Ordinance No. 720, the City Council adopted a business improvement area, commonly known as the Old Town La Verne Business Improvement District (the “BID”), the purpose of which is to promote business within the boundaries of Old Town La Verne; and
WHEREAS, the boundaries of the BID are as set forth in Exhibit A, attached hereto and incorporated herein by this reference, and the businesses within the boundaries are currently subject to the assessment; and WHEREAS, the City Council appointed individuals to serve as the advisory board as required by California Streets and Highways Code section 36530; and WHEREAS, said advisory board is known as the Old Town La Verne Business Improvement District Advisory Board; and
WHEREAS, the City Council has voted to continue the special assessment for the BID each year since its inception; and
WHEREAS, the City desires to levy and collect an assessment within the BID for Fiscal Year 2024-2025 based on the assessment formulas as described on Exhibit B; and
WHEREAS, this Resolution of Intention will commence proceedings under the Parking and Business Improvement Area Law of 1989 to levy the annual assessment of the Old Town La Verne Business Improvement District for the 2024-25 Fiscal Year; and WHEREAS, the Agenda Report and its attachments for the May 20, 2024 City Council meeting filed with the City Clerk set forth a detailed description of the activities to be provided in the 2024-25 Fiscal Year, the boundaries of the Business Improvement District, the benefit zone of the area, and the proposed assessments to be levied upon the businesses within the area for the coming fiscal year.

RESO. NO. 23-XX 2
NOW THEREFOR, BE IT RESOLVED by the City Council of the City of La Verne as follows:

Section 1.
a. Pursuant to Section 36500, et seq. of the California Streets and Highways Code, the City Council has considered and approved the annual report for 2023--2024 of the Advisory Board of the Old Town La Verne Business Improvement District; and
b. The boundaries of the BID as described on Exhibit A, attached hereto, are proposed to be the same as adopted in Ordinance No. 720; and c. That a public hearing concerning the levying of the annual assessment will be held on Monday, June 3, 2024, at 6:30 p.m., or as soon thereafter as the matter may be heard, in the La Verne City Council Chambers at 3660 D Street and can be viewed on the City’s website at www.cityoflaverne.org; and The assessment formulas as described on Exhibit B, attached hereto, are proposed to be the same as adopted in Ordinance No. 720; and d. The proposed uses of the revenues derived from charges imposed in the District are as follows:
(1) decoration of any public place in the area;
(2) promotion of public events which are to take place on or in the area; (3) furnishing of music in any public place in the area; and (4) the general promotion of business activities in the area. e. The proposed budget for fiscal year 2024-2025 is included in the annual report.

Section 2. That the Mayor shall sign and the Deputy Clerk shall certify to the passage and adoption of this Resolution and thereupon the same shall take effect and be in force.

RESO. NO. 23-XX 3
APPROVED AND ADOPTED this 20th day of May, 2024.

Mayor of the City of La Verne
ATTEST:

Deputy City Clerk

EXHIBIT A
t7AiIIJJj!JI [ IIjilII I ! J1J [ IIIj !J iftlIlUIIJI iUuiUu till 1111 I! '.lop flll 1!!! l 11J11> lllg111111111!
1111111111 1111111111111 11111lii1111111111 1: 11111111111 _ t.
111111111, 111 1 fill
I ! i i 1 I i11111111111111iii1 1i1ii(, 1ii 1111111111111- 11ili 11 [ 1_ 1111 lc*rrA AV 1 I I 1311,111Q = 111II 11MM 11111111111
lif , 11ll [ SIJ . 1 .

R
11111111111. 11. III111-1( I
ST 3RD
11111i1i litiiI11111 111111111111111 111111111111 ..
1111111111111111# lrl
ff. !
11111111k IIIUI1111II1I1ltlllr1111/
Niiriliii111iiiilllt 11111 O. II1111Ii 0111_ i 1 i
1111111011111111111 Nom~. =1111I111I11111
Hill illilli I i - - ud111i111 i INuiiiI
RR s f
111t1111111111IlitiIi ( 111111111111111111111! 1 t
ill/ 1111I1111 Eli EIBIEEDBl'1 1

OLD TOWN LA VERNE

BUSINESS IMPROVEMENT DISTRICT

OLD TOWN LA VERNE BUSINESS IMPROVEMENT DISTRICT
BEGINNING AT THE CENTERLINE INTERSECTION OF FIFTH STREET AND" B"

STREET, AS SAID CENTERLINES ARE SHOWN ON THE MAP OF LORDSBURG TOWNSITE, AS PER MAP RECORDED IN BOOK 18, PAGES 9 THROUGH 14,

INCLUSIVE OF MISCELLANEOUS RECORDS, IN THE OFFICE OF THE COUNTY RECORDER OF LOS ANGELES COUNTY; THENCE SOUTHERLY ALONG SAID CENTERLINE OF` B" STREET TO THE CENTERLINE OF FIRST STREET, AS SAID STREET IS SHOWN ON SAID MAP OF LORDSBURG TOWNSTTE; THENCE EASTERLY ALONG THE LINE DESCRIBING THE 25 FOOT STRIP OF LAND IN THE DEED TO THE CITY OF LA VERNE RECORDED MAY 8, 1970 IN BOOK D4708, PAGE 808 OF OFFICIAL RECORDS IN SAID OFFICE OF THE COUNTY RECORDER; THENCE FOLLOWING SAID LINE THROUGH ALL ITS VARIOUS

COURSES AND CURVES TO THE EASTERLY TERMINUS OF THAT CERTAIN PORTION OF SAID LINE HAVING A BEARING OF NORTH 89° 58' 55" EAST AND A LENGTH OF 777.82 FEET; THENCE CONTINUING NORTH 89° 58' 55"

EAST ALONG THE EASTERLY PROLONGATION OF SAID LINE TO THE CENTERLINE OF" F" STREET, AS SAID STREET IS SHOWN ON SAID LORDSBURG TOWNSITE; THENCE NORTHERLY ALONG SAID CENTERLINE OF " F" STREET TO THE FIRST MENTIONED CENTERLINE OF FIFTH STREET;

THENCE WESTERLY ALONG SAID CENTERLINE OF FIFTH STREET TO THE POINT OF BEGINNING.

Exhibit " A"
Ord, No. 720
As Corrected 10/ 15/ 86

i

EXHIBIT B
Downtown La Verne
Assessment of Charge Formula
1 Classifications of Businesses
2 The assessment of charge formula is designed to generate fees from 3 businesses in the area in relation to the benefits derived from. the program of activities.
4 Businesses. within the boundaries of the proposed distract have been 5 classified as Retail, Service, Professional, Wholesale, Manufacturing, Multi- dwelling, Public Utility and Financial. 6 Businesses classified as service include, bat are•;not limited to,. 7 Barbers, Cleaners., Contractors, Cosmetologists, Employment Agencies Locksmiths, Manicurists, Medical Equipment Rentals..& Service; Real 5 Estate Brokers-, .Secretarial Services, Stock & Bond Brokers and Travel Agencies.
9 Businesses classified as Professional include, but are not limited 10 to, Accountants, Architects, Attorneys, Chiropractors, Consultants, Dentists, Designers, Draftsmen, Engineers, Interior Designers, 11 Optometrists, Osteopaths, Physicians, Surgeons and Veterinarians. 12 Businesses classified as Wholesale, Manufacturing, Multi- dwelling 131
and public Utility shall be those identified as such by the City of La Verne.
14i Businesses classified as Financial include, but• are not limited to, Banks, Savings & Loans, Finance Companies and Credit Unions. 15 Businesses classified as Retail include, but are not limited to-,,al 16 businesses engaged in the selling of any goods, wares or merchandisat retail, but excluding those businesses listed in the above 17 classifications.
18 Assessment of ,Charge> Rates
19 All businesses classified as Service and Professional' shall pay a charge based on one times their annual business license fee. 20 All businesses classified as Wholesale, Manufacturing or Multi-, 21 dwelling shall pay a charge based on three quarters ( 75%) of their:
annual business license fee.
22 All businesses classified as Financial or Public Utility shall pay, 23 an annual charge of five hundred dollars ($ 500. 00) . 24 Other non- retail businesses such as, but not limited to, Red Cross or Chamber of Commerce, shall pay anennual charge based on one 25 times the minimum business license fee ($ 45:: 00).
26 Insurance Agents shall pay an annual charge based on two times the minimum bvs$ness license fee ( 2 x $ 45. 00).
27•
28 29 '
30 31
32 EXHIBIT B
Ord. No. 720',

1 Exhibit B to Ordinance 720
2 Page Two
3 .
41 All firms classified as retail shall" pay an annual charge based on the followi'nggtoss receipts schedule.
6 !.

Less Than 10, 000. 45. 00 per year
6 $, i&, 000 50, 000 90. 00
r 50, 000 : " 10pp., 000 120. 00 " "
7: loo, opo - " „. 1591C.100 150. 00
150 b00 ' 200'' 000 200. 00 " "
8 200, 000 " " 300, 0.00 250. 00 " "
300, 000 "; " 400, 000 300. 00 " "
9 4' 00, 000 500, 000 375. 00
500, 000 75.0, 000 450. 00 "
10 750, 000, 1, 000, 000 525. 00
1, 000, 000; and above; ; 600. 00 " "
11 The maximum annual charge for any firm, other than those classifies 12 as Retail, shall be Five Hundred Dollars ($50040) .
13 14
15 16
17 1 18
19I
20 211
22 24 f
25 26 '
27 /
28 29 ;
30 311
321 Ord. No. 720 As corrected 10/ 15/ 86
Exhibit B

ANNUAL REPORT OF THE OLD TOWN LA VERNE
BUSINESS IMPROVEMENT DISTRICT FOR THE 2023-2024 FISCAL YEAR

FINANCE
During the 2023-2024 fiscal year the Old Town La Verne Business Improvement District (“District”) received approximately $22,000 from the District fees paid by the businesses within the District. The 2023-2024 annual budget is expected to pay for approximately $65,000 in ongoing annual expenditures, with projected revenues of $68,000, leaving a fund balance of $160,000 at the end of the year. The Beer Walk event was not held due to lack of volunteers to run the event, which reduced operating expenses and revenue. For 2024-2025, with the expectation of all events returning to normal and the one-time Capital Improvement projects moving forward, the District is projecting revenues of $98,000 and expenditures of $135,000, leaving $123,000 in reserves. A summary of the proposed 2024-2025 budget is attached as Exhibit A.

PROMOTIONS
In the last year most of the Old Town Events occurred as normal. The Cruisin La Verne and Cool Cruise car events occurred under the agreement with the car show promoter that was approved in August 2022. That agreement will expire after the Cool Cruise event in Spring of 2025.

As mentioned above, the Beer Walk was not held in 2023 due to lack of volunteers.

The Wine Walk, however, was held in April 2024 and nearly sold out of tickets and was deemed a great success. The Holiday Stroll was able to utilize the re-designed Mainiero Square in December.

Support for all of these events includes logistics, advertising and other publicity, which in turn brings the public and new businesses to Old Town. The continued business growth in Old Town is a result of these efforts. The Old Town La Verne Business Improvement Association (“Association”) has taken on more of the responsibilities of marketing the Old Town businesses and events. They continue to use social media and their website, www.oldtownlaverne.org, to help promote the area.

The City is currently exploring hiring an outside firm to evaluate the current roles and responsibilities of both the District and the Association, with the expectation that in this fiscal year there will be some modifications, including the Association hiring a part-time person to help with the major events and promotion of Old Town.

ANNUAL BREAKFAST MEETING
The Annual Meeting of the OTLVBID was held on April 1, 2024. The District Board heard an update on the Metro A (Gold) Line project, an update on the City by the Mayor, and update from the University of La Verne.

ONGOING SERVICE/MAINTENANCE
The District provides ongoing service for Old Town businesses by way of regular sidewalk cleaning, landscape maintenance and replacement, and through funding of the electrical costs for the lights in Old Town street trees.

MAJOR PROJECTS
It was expected that Phase 2 of the tree lights would occur this last year, which would have included the expansion of electrical and irrigation primarily on Bonita Avenue to plant new trees and expand the tree lights in the future. However, there are electrical issues with some of the existing tree lights, so the Board provided direction to not pursue expansion this year. As a replacement, the Board provided direction to budget $20,000 towards the purchase of banner brackets for the street lights in Old Town for seasonal promotions.

ORANIZATIONAL ASSESSMENT
The City will be engaging an outside consultant to evaluate the current state of the District and to identify improvements that can be made, including the shifting of certain responsibilities from the District and City Staff to the Association. This guidance will hopefully make promotion of events in Old Town more effective, efficient, and result in bigger and better events. It is also expected that through this process, the appointment of the District members will be modified to follow the appointments made to the Association, so that the Association becomes the Advisory Board to the City Council.

2023/2024 2023/2024 2024/2025
REVENUES Budget Est. Year End Budget
Business License Fees $18,000 $22,000 $18,000 17%
Wine Walk $55,000 $45,000 $55,000 51%
Beer Walk $35,000 $0 $35,000 32%
REVENUES - TOTAL $108,000 $67,000 $108,000 100%
2023/2024 2023/2024 2024/2025
EXPENDITURES Budget Est. Year End Budget
OPERATIONAL (Div 1)
Sidewalk/Trash/Cleaning/Landscaping $7,000 $7,000 $7,000 6% ULV Dinner Crawl Entertainment $500 $500 $500 0%
Edison $3,000 $0 $3,000 2%
Annual Meeting $1,000 $1,000 $1,000 1%
Street Light Banners $1,000 $1,000 $1,000 1%
Contingency $2,000 $0 $2,000 2%
Transfer to Association $15,000 $15,000 $30,000 24%
Capital Outlay (Mainiero, Street/Tree Lights) $20,000 $0 $20,000 16% OPERATIONAL SUBTOTAL $49,500 $24,500 $64,500 51%
EVENTS
Cool Cruise Auto Show (Div 2) $2,000 $2,000 $2,000 2%
Future Old Town Event (Div 4) $0 $0 $0 0%
Holiday Stroll (Div 5) $2,600 $2,000 $2,600 2%
Wine Walk Event (Div 6) $29,500 $29,500 $29,500 23%
Fall Event- Halloween (Div 7) $400 $400 $400 0%
Cruisin La Verne Auto Show (Div 8) $2,000 $200 $2,000 2% Beer Walk (Div 9) $25,650 $0 $25,650 20%
EVENTS SUBTOTAL $62,150 $34,100 $62,150 49%
EXPENDITURES TOTAL $111,650 $58,600 $126,650 100%
Note: Anticipated Fund Balance on July 1 2024 is $160,000

OLD TOWN LA VERNE

BUSINESS IMPROVEMENT DISTRICT
2024/2025 BUDGET

EXHIBIT A