Strategic Staffing Assessment Paso Robles Police Department 172
Early morning spikes are most pronounced at 04:00, with a median handling time of 79.13 minutes, despite relatively low volume (7 incidents). This spike could reflect more complex or extended calls during the overnight hours, such as DUI investigations, welfare checks, or delayed responses where backup is required.
Overall, handling times in the late night/early morning (12:00 a.m. to 6:00 a.m.) window tend to be longer and more variable. These extended durations may result from thinner overnight staffing, calls requiring significant documentation or scene management, or delayed unit clearance due to lack of available coverage.
Midday to early evening (8:00 a.m. to 8:00 p.m.) sees handling times stabilize during peak service hours, generally hovering between 30 and 49 minutes. This likely reflects more efficient call cycling due to increased staffing and clearer daylight environments.
However, sustained demand may still extend officer time on scene.
This analysis suggests that overnight and very early morning hours tend to carry more unpredictable and occasionally extended handling durations, which may strain patrol coverage during low staffing periods. Meanwhile, daytime hours demonstrate more consistent efficiency, but sustained call volume during those times may cumulatively occupy significant officer time.
Handling times for Priority 1 and 2 calls by day of the week is shown in the following figure.
This perspective provides a broader understanding of how patrol workload and engagement duration vary throughout the week.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 173
Figure 95: Patrol Division, Median Handling Time by Day for Priority 1 & 2 Calls When analyzing the median handling times for Priority 1 and 2 calls by day of the week, clear differences emerge in both workload intensity and incident duration. Monday stands out with the longest average handling time at 42.08 minutes, despite not having the highest number of calls. This may reflect more complex calls at the start of the week.
In contrast, Saturday, which had the highest number of calls (133), recorded the shortest average handling time at just 28.23 minutes. This suggests that Saturday calls are more frequent but less time-intensive. Tuesday also had relatively short handling times, while other weekdays (Wednesday, Thursday, and Friday) clustered in the 37-to-39-minute range, indicating a fairly consistent level of engagement.
The longer handling times on weekdays may indicate a need for more thorough investigative or reporting work, which could inform supervisory oversight and support staffing during those periods. On weekends, particularly Saturday, the emphasis may shift toward ensuring adequate coverage for volume rather than complexity.
The following figure offers a spatial breakdown of median handling times for Priority 1 and 2 calls across the city.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 174
Figure 96: Patrol Division, Spatial Distribution of Median Handling Time for Priority 1 & 2 Calls The distribution reveals several districts with notably higher handling times, particularly in the outermost areas. For example, District 2-8 (at the southernmost edge) had the highest median handling time at 160.95 minutes, followed by 3-6 (96.56 minutes) and 4-13 (87.92 minutes). These longer durations may be influenced by factors such as limited accessibility, fewer responding units, or complex calls that take more time to resolve. Districts in the city’s core generally show lower handling times. These districts benefit from central proximity to the police station, enabling faster response and resolution.
Overall, the median handling time citywide for Priority 1 and 2 calls stands at approximately 36.68 minutes. However, the variation across districts underscores the importance of considering geography in service delivery planning. Prolonged handling times in outlying areas may not only stretch patrol resources but also contribute to reduced availability for subsequent calls.
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Strategic Staffing Assessment Paso Robles Police Department 175
The next figure shows the median handling times for combined Priority 1 and 2 calls, broken down by hour and day of the week. Each cell includes both the median time in minutes and the number of calls that occurred in that time slot. The colors highlight extremes, where the darker reds indicate longer handling times and deeper blues signify shorter durations.
Figure 97: Patrol Division, Heatmap of Median Handling Time for Priority 1 & 2 Calls Several key patterns emerge after a review of the figure. Early morning hours (midnight to 5:00 a.m.), especially early in the week (Sunday through Wednesday), often show some of the longest handling times despite relatively low call counts. These may be skewed by very low call volumes, potentially outlier-driven. Daytime hours (approximately 7:00 a.m. to 7:00 p.m.) tend to have higher call volumes and more consistent handling times, typically ranging between 30–80 minutes. These periods may reflect better staffing coverage with additional support units or a greater proportion of lower-complexity calls.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 176
Late evening and night hours (especially on Friday and Saturday) show a mix of low and moderate handling times, with some elevated durations possibly tied to weekend demand surges. While handling time spikes appear scattered throughout the week, several occur in early morning low-volume slots, suggesting they are more likely the result of prolonged, complex incidents rather than any systemic inefficiency.
Priority 3 Call Handling Time
Considered non-emergency or “cold” calls, Priority 3 incidents comprise most calls responded to by the Paso Robles Patrol Division. Although these calls do not require an immediate response, timely handling is nonetheless important to ensure unit availability for emergency response and to help build positive community relations.
Figure 98: Patrol Division, Handling Time Distribution for Priority 3 Calls Nearly two-thirds of Priority 3 calls (over 63%) are cleared within 20 minutes. A significant tapering occurs beyond 20 minutes, with only 14.5% taking 20–30 minutes, and the percentages continue to drop gradually.
Despite this, a long tail exists wherein about 15% of calls take more than 40 minutes, and
1.4% take over 150 minutes to resolve, indicating some P3 calls can still demand extended attention.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 177
This pattern reflects what one might expect from lower-priority, non-urgent calls for service.
Most are brief, often informational or administrative in nature, and do not require extended officer presence. However, the long tail of handling times suggests that a smaller portion of Priority 3 calls still require a notable investment of time, potentially due to involved civil issues, reports, or interactions with multiple parties.
The hourly distribution of handling times for Priority 3 calls is shown in the following figure.
Each bar shows the median number of minutes it took from dispatch to clear for calls occurring within a given hour, along with the number of calls during that hour in parentheses.
Figure 99: Patrol Division, Median Handling Time by Hour for Priority 3 Calls Handling times are shortest during overnight hours, particularly between midnight and 6:00 a.m., where median times generally stay between 11 and 13 minutes. As the day progresses, handling times steadily increase, peaking between 9:00 a.m. and 4:00 p.m., with median values ranging from 15 to 17 minutes. In the evening hours, there is a noticeable decline in handling time, tapering off to just under 12 minutes by 9:00 p.m.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 178
This pattern reflects operational realities where daytime hours likely involve more detailed reports, longer conversations, or calls that result in follow-up actions (e.g., civil disputes, delayed theft reports). Overnight calls, by contrast, may require fewer interactions or are handled more quickly due to lower call volume and reduced traffic.
To provide a broader view of daily workload and efficiency, a look at expanded time blocks that reflect typical operational windows—overnight, morning, afternoon, and evening—is examined.
Figure 100: Patrol Division, Median Handling Time by 6-Hour Increments for Priority 3 Calls In the previous figure, it is shown that the shortest handling times occur during the late night to early morning hours (8:00 p.m. to 2:00 a.m. and 2:00 a.m. to 8:00 a.m.), with median durations of 12.22 and 13.81 minutes, respectively.
Morning (8:00 a.m. to 2:00 p.m.) and afternoon (2:00 p.m. to 8:00 p.m.) blocks see a noticeable increase in handling time, peaking at 16.23 minutes in the morning and staying elevated at 15.92 minutes into the evening. These time blocks also coincide with the heaviest call volumes, especially in the afternoon, which saw over 10,000 calls during the study period.
This figure reinforces the previous hour-by-hour findings, emphasizing that handling time grows during busier daylight periods when officers may be managing more complex or time-intensive calls. The evening and overnight dips suggest faster turnaround during those hours, likely due to a mix of lower call volume and fewer call complications.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 179
A view of the day-of-week distribution for Priority 3 calls is shown in the following figure.
Figure 101: Patrol Division, Median Handling Time by Day for Priority 3 Calls Based on the figure, it is apparent that handling time remains relatively consistent, but subtle differences highlight when officers may face heavier workloads or more prolonged engagements. Tuesday and Wednesday show the highest median handling times, at 15.43 and 15.42 minutes, respectively, suggesting these midweek days may carry slightly more complex or time-intensive calls. Saturday recorded the lowest median handling time at
14.00 minutes, followed closely by Sunday (14.53) and Friday (14.75).
Despite minor fluctuations, the spread across all days is narrow, ranging only about 1.4 minutes between the lowest and highest. This suggests that while day-of-week differences are modest, there may be slightly more sustained or complicated workloads during weekdays, especially Tuesday and Wednesday. Meanwhile, quicker handling on weekends could reflect a higher volume of more routine or quickly resolved calls. This consistency across days is operationally beneficial, indicating a stable baseline for staffing and planning patrol coverage throughout the week.
A cross-sectional look into time of day and day of week is displayed in the following figure.
This provides a more granular view of handling times at specific hours of the week.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 180
Figure 102: Patrol Division, Heatmap of Median Handling Time for Priority 3 Calls Peak handling times are consistently concentrated between 9:00 a.m. and 5:00 p.m., particularly on weekdays. For example, Monday at 9:00 a.m. has the highest median time at 20.22 minutes, with similar peaks across Tuesday to Friday during mid-morning and early afternoon. Saturday and Sunday tend to show more moderate handling times, generally under 17 minutes, with lower hour-to-hour variability. The overnight periods from midnight to early morning (12:00 a.m. to 5:00 a.m.) across all days show lower handling times, often between 10 and 14 minutes, likely reflecting fewer and less-complex calls.
This figure highlights that weekday mid-day shifts are the most resource-intensive when it comes to Priority 3 call handling. This trend could be due to a higher volume of cold calls, follow-ups, or time-consuming administrative interactions.
Transitioning to the spatial distribution of Priority 3 (P3) handling times, the following figure reveals how non-emergency response durations vary across the city’s quadrants and districts.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 181
Figure 103: Patrol Division, Spatial Distribution of Median Handling Time for Priority 3 Calls The spatial distribution of Priority 3 handling times reveals a clear geographic pattern, with longer durations concentrated in the city’s eastern and southern regions. Quadrants 3 and 4 show the highest median handling times, compared to shorter times in Quadrants 1 and
2. Districts such as 4-9 and 4-13 in the southeast, and 3-5 in the northeast, stand out with handling times exceeding 20 minutes, reflecting potential logistical challenges associated with serving these less centrally located areas. In contrast, districts closer to the Police Department consistently see the lowest handling times, often under 12 minutes. This spatial disparity highlights the operational impact of city layout, travel distances, and potential workload imbalances. As future housing developments continue in outlying areas, particularly in Quadrants 3 and 4, it will be essential to account for these response dynamics in deployment planning to ensure service equity across the city.
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Strategic Staffing Assessment Paso Robles Police Department 182
Individual Patrol Officer Handling Time
Following the same methodology as response time, handling time is analyzed to assess the relative performance among officers of the Patrol Division. The following box-and-whisker plot depicts the average handling time for patrol officers by call priority. As a refresher, box-and-whisker offer a non-technical way to assess how data is distributed. They show the middle 50% of values (the box), the overall spread (the "whiskers"), and any extreme values (outliers) that fall well outside the norm.
Figure 104: Patrol Division, Box-and-Whisker Plot, Avg. Handling Time by Call Priority Priority 2 (P2) calls show the greatest variation in handling times. The middle range (interquartile range) is wide, and there are several significant outliers, including values above 90 and even 100 minutes. This indicates inconsistent handling durations for P2 calls, which likely reflects a diverse mix of call types and the associated immediacy of response needed.
Priority 1 (P1) calls, which are more urgent, also display a wide range, but their median and overall spread are tighter than P2. While some high outliers exist, the bulk of handling times for P1 calls cluster between 30 and 60 minutes, suggesting more predictable operational demands for high-priority incidents.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 183
Priority 3 (P3) calls, which are the most common and lowest urgency, have the most consistent handling times across units. The range is very narrow, with fewer outliers, and the entire distribution is shifted downward, indicating quicker and more uniform resolution of these non-emergency incidents.
In summary, this figure highlights how workload and time commitment vary not only by call priority but also by how those calls are prioritized. It underscores the need to treat P2 call management as an area for further operational review due to its unpredictability and potential for extended officer engagement.
Moving from call priority analysis, the following figure is a box-and-whisker chart that shows median handling times by quadrant, offering a geographic perspective on how long patrol units remain engaged with calls for service across different areas of the city.
Figure 105: Patrol Division, Box-and-Whisker Plot, Avg. Handling Time by Quadrant Quadrants 1 and 4 exhibit slightly longer average handling times and wider variability compared to Quadrants 2 and 3. This may suggest a broader range of operational complexity or workload volume in these areas. Notably, Quadrant 4 has a few higher outliers, which may reflect longer on-scene durations for certain call types, or resource constraints.
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Strategic Staffing Assessment Paso Robles Police Department 184
Quadrant 2 shows the most consistent handling times, with a compact interquartile range and minimal outliers. This could indicate more routine calls or efficient resolution processes in that region. Quadrant 3, despite having a tighter core distribution, includes notable high outliers, with one exceeding 50 minutes. This might point to occasional spikes in handling demands due to specific types of calls or location-based factors.
Overall, this spatial view reinforces that handling times are not uniform across the city, and areas like Quadrants 1 and 4 may require closer monitoring to ensure staffing levels and workflows are aligned with demand.
Patrol Division Staffing Requirements
Based on information obtained from PRPD, the Patrol Division is staffed with the following personnel:
• 4 Patrol Sergeants
• 4 Patrol Corporals
• 20 Patrol Officers
• 1 K9 Officer
Patrol Corporals are mid-level management positions that work as Field Training Officers (FTOs) and can serve as Watch Commanders in the absence of a Shift Sergeant.
Operationally, Corporals are responding to community-generated calls for service much like Patrol Officers. Although a critical part of patrol operations, Patrol Sergeants generally do not handle calls for service and instead provide oversight during critical incidents or when supervisors are requested, and handle administrative duties. For these reasons, the following positions are included in the staffing requirements analysis for the Patrol Division:
• Patrol Corporal
• Patrol Officer
• K9 Officer
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 185
Current Patrol Staffing Model
The current staffing model utilized by the Paso Robles Police Department in their Patrol Division will be analyzed in this section to determine the minimum number of units needed to adequately staff their operations based on the service demand identified in previous sections.
Total hours spent each year handling community-generated calls are calculated to provide a baseline for overall service demand. Work hours each officer is available per year, based on average leave time taken and non-patrol worked time, are then used to determine the availability of patrol personnel to handle the service demand. Lastly, the current unit count as identified in the previous section is analyzed as it relates to the service demand and proactive time assumptions.
Total hours of service demand are defined as the sum of:
• Time spent handling community-generated calls for service (from dispatch to clear) • Estimated time spent handling arrestee transports/welfare checks • Estimated time spent writing reports related to community-generated calls for service, identified by disposition code ‘RT’ (Report Taken)
• Time spent on officer-initiated follow-ups (from call time to clear) To assess minimum staffing levels, it is necessary to analyze all community-generated demand that occurred during the study period regardless of whether patrol was the primary unit listed for the incident. This is due to potential bias introduced when limiting the scope to only those incidents where patrol was the primary unit. In situations where patrol units are unavailable for response but an incident occurs that would normally be handled by patrol, it may be handled by a different operational unit that would normally not do so.
If those incidents were to be excluded, the entirety of service demand would be underestimated.
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Strategic Staffing Assessment Paso Robles Police Department 186
In total, 37,005 calls for service were included in the analysis. Inclusionary criteria for these incidents used the same methodology outlined in the ‘Handling Time’ section, except for requiring a patrol unit as the primary. Further analysis of these calls provided the number of incidents that resulted in an ‘RT’ disposition and officer-initiated calls made by patrol units with a follow-up call type. To estimate time spent transporting arrestees, data was provided by PRPD that quantified the number of total arrests and arrests transported to County Jail.
The following figure breaks down each component of the service demand side of this staffing analysis.
Figure 106: Patrol Division Staffing Requirements, Components Component Call Count
Community-Generated Calls for Service 37,005
Transport to County Jail 879
Transport to Local Holding 3,041
Community-Generated Calls for Service
with a Report Written (‘RT’ Disposition) 4,200
Officer-Initiated Follow-Up Calls 2,366
Since arrest-related and report-related service demand durations are unknown, estimates were calculated. Regarding arrest-related service demand, when an arrest occurs, the individual is transported to one of two locations, both having different estimated durations:
• Individual is transported to the San Luis Obispo County Main Detention Facility. In these instances, 2 hours of staff time is assumed.
• Individual is transported to the PRPD holding facility. In these instances, staff time is assumed to be 6 hours for transport and hourly welfare checks.
Data obtained from the Paso Robles Police Department provides arrest information for 2023 and 2024, along with the number of arrestees transported to County Jail. This data was linked to the RIMS CAD dataset to identify whether the transporting unit was the primary unit associated with the original incident. If it was, that record was excluded from the transport calculation to avoid double counting.
For report-related service demand, it was assumed that 60 minutes were needed for report writing for each responding unit. Assumptions made as part of the staffing analysis, are outlined in the following figure.
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Strategic Staffing Assessment Paso Robles Police Department 187
Figure 107: Patrol Division Staffing Requirements, Assumptions Scenario Assumption Notes
Transport to County
Jail
+120 minutes Time needed to transport and process an
arrestee at the County Jail was estimated to
be 120 minutes. Although this duration will vary
based on traffic and other factors, feedback
from operational staff resulted in a two-hour
average used for this metric.
Transport and Monitor
at PRPD for Local
Holding
+60 hours for
welfare
checks
Watch Commanders are required to check on
individuals once every hour until their release.
Individuals can be held up to six hours.
Community-generated
call with a report
taken, (‘RT’) disposition
code
+ 60 minutes
per incident,
per
responding
unit
All responding units to a call cleared with an
‘RT’ disposition were assumed to have written
a report.
Based on these assumptions and unit handling time for each call, the total time spent on community-generated service demand is estimated. Those estimations are shown in the following figure.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 188
Figure 108: Patrol Division, Community-Generated Service Demand Calculations Measure Count Avg. Units
per Call
Total Handling
Time
Annual Service
Demand
Estimate
Community-Generated Service Demand (CGSD)
Priority 1 Call 380 4.01 units 805.88 hours 356.11 hours Priority 2 Call 616 2.68 units 1,208.38 hours 533.97 hours Priority 3 Call 36,009 1.67 units 18,906.74 hours 8,354.67 hours Total CGSD 37,005 1.71 units 20,921.00 hours 9,244.75 hours Transports
To County Jail by NonPrimary Unit 776 1,552 hours 776 hours 776 hours To Local Holding 3,041 18,246 9,123 hours 9,123 hours
Report Taken (‘RT’) Disposition (RTD)
Priority 1 Call 197 4.09 873 hours 385.77 hours
Priority 2 Call 214 2.78 638 hours 281.92 hours
Priority 3 Call 3,789 1.86 7,357 hours 3,250.97 hours
Total RTD 4,200 2.02 8,868 hours 3,918.67 hours
Officer Initiated Follow Up
Follow-Up Call 2,366 — 402.05 hours 402.05 hours
TOTALS: — 50,496.85 hours 22,688.47 hours
Based on the calculations in the previous figure, it was estimated that communitygenerated service demand requires 22,688.47 hours of staff time annually.
To determine adequate staffing for the Patrol Division, net annual work hours were estimated per member. In a typical year, a full-time officer is scheduled to work 2,080 hours, excluding overtime. By using the 2,080 hours as the maximum available work hours per year and subtracting all non-patrol hours from it, the result is the “net” work hours.
Using information provided by the Paso Robles Police Department, the following figure depicts total and average leave time taken for the last three years by operations personnel.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 189
Figure 109: Total Leave Time Taken by All Operations Personnel Leave Type 2022 2023 2024 3-Year Avg.
Sick Leave 2,616
hours
2,962
hours
3,050
hours 2,876 hours
Vacation Leave 4,181
hours
3,753
hours
4,693
hours 4,209 hours
Funeral/Military/Other Leave 68 156 240 154.67
TOTAL LEAVE TIME: 10,733
hours
12,227
hours
11,784
hours
11,581.33
hours
NUMBER OF OPERATIONS STAFF: 48.88 56.94 64 56.61
AVG. LEAVE PER MEMBER: 219.58
hours
214.73
hours
184.13
hours 204.58 hours
Using the total leave hours and dividing by the number of operations staff, a yearly estimate is calculated. Over the three-year period, the annual leave time average was 204.58 hours per operational employee.
Ideally, the net annual work hours (NAWH) analysis would include only personnel currently employed by the Department and assigned to the unit of interest. As workforce demographics shift, especially regarding more senior members retiring and new recruits coming online, the availability and propensity of a member to take leave changes. Data to that level of granularity was not available for this report and overall leave time usage for all operations staff was used instead.
The second component needed to assess net annual work hours is time worked away from patrol. This includes activities such as briefings, meal/rest breaks, training, and court. Often, these activities are not captured systematically and require estimation. The following table outlines these estimates.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 190
Figure 110: Estimated Time Worked Away from Patrol per Officer Work Type Estimate Annual Total
Briefing 20 mins. per shift 3,640 mins. (60.67 hours)
Court 30 hours per year 30 hours
Meals/Breaks 60 mins. per shift 10,920 mins. (182 hours) Training 93.5 hours per year15 93.5 hours
TOTAL: 366.17 hours
As shown in the previous figure, it is estimated that patrol unit members spend an average of 366.17 hours on non-patrol activities each year. Although very necessary, this is time spent on activities that take away from an officer’s time patrolling the community or responding to community-generated calls for service. The following table provides a summary list of inputs used in the net annual work hours calculation.
Figure 111: Net Annual Work Hours Input for Patrol
Input Time
Maximum Time Available per Member (MTA) 2,080 hours
Estimated Leave Time per Member (ELT) 204.58 hours
Estimated Non-Patrol Activity Time per Member (ENPAT) 366.17 hours The total available hours per officer, or net annual work hours (NAWH), to respond to community-generated service demand is calculated as:
𝑀𝑇𝐴 − 𝐸𝐿𝑇 − 𝐸𝑁𝑃𝐴𝑇 = 𝑁𝐴𝑊𝐻
2,080 − 204.58 − 366.17 = 1,509.25
Based on the preceding calculation, it was estimated that, on average, each patrol member has 1,509.25 hours available for patrol duties each year.
To quantify the minimum number of patrol members needed to adequately handle community-generated service demand (CGSD), the total hours of demand are divided by the NAWH, as shown next.
15 Average training hours per officer is estimated based on total training hours for Operations Staff provided by PRPD.
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Strategic Staffing Assessment Paso Robles Police Department 191
𝐶𝐺𝑆𝐷
𝑁𝐴𝑊𝐻 = 𝑀𝑒𝑚𝑏𝑒𝑟𝑠 𝑁𝑒𝑒𝑑𝑒𝑑
22,688.47
1,509.25 = 15.03
Using the community-generated service demand and net annual work hours, it was estimated that 15.03 full-time equivalent members could handle the communitygenerated demand. It is important to note that this does not account for variation in demand throughout the time of day or day of week. Staffing patrol with these few members is unrealistic and presented only as part of the mathematical computations of the staffing methodology. It is also important to note that this would only allow patrol units to respond to community-generated demand; it would not allow for any proactive policing, ancillary duties, or community engagement.
Proactive Patrol Time
It is estimated that 15.03 patrol members are needed to handle the community-generated service demand based on the methodology outlined in the previous section. That staffing figure does not account for any proactive patrol time. A generally accepted figure for unallocated, proactive patrol time is 40%.
16 To calculate the 40% unallocated time, we assume that the community-generated service demand time calculated previously represents 60% of the Patrol Division’s time. Using that approach, we compute the proactive time as:
𝐶𝐺𝑆𝐷
0.60 = 𝑇𝑜𝑡𝑎𝑙 𝐻𝑜𝑢𝑟𝑠
22,688.47
0.60 = 37,814.12
Given that 37,814.12 hours represents the total annual patrol time, unallocated patrol time is calculated by multiplying the total hours by 0.40.
𝑇𝑜𝑡𝑎𝑙 𝐻𝑜𝑢𝑟𝑠 ∗ 0.40 = 𝑈𝑛𝑎𝑙𝑙𝑜𝑐𝑎𝑡𝑒𝑑 𝑇𝑖𝑚𝑒
37,814.12 ∗ 0.40 = 15,125.65
16 https://icma.org/sites/default/files/305747_Analysis%20of%20Police%20Department%20Staffing%20_%20McCabe.pdf.
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Strategic Staffing Assessment Paso Robles Police Department 192
The previous calculation shows that unallocated patrol time, which ideally would comprise 40% of all patrol time, is 15,125.65 hours per year. In order to achieve this 60/40 split between allocated and unallocated time, the number of members needed is shown next.
𝑇𝑜𝑡𝑎𝑙 𝐻𝑜𝑢𝑟𝑠
𝑁𝐴𝑊𝐻 = 𝑀𝑒𝑚𝑏𝑒𝑟𝑠 𝑁𝑒𝑒𝑑𝑒𝑑
37,814.12
1,509.25 = 25.05
In total, 25.05 FTE patrol members would be needed to handle the community-generated service demand and have 40% unallocated time for proactive policing.
The Paso Robles Police Department Patrol Division has 25 members (excluding Sergeants) who would generally be responsible for handling community-generated calls and conducting proactive policing. Those members include:
• 4 Patrol Corporals
• 20 Patrol Officers
• 1 K9 Officer
Using the 25-member total equates to 37,731.25 annual work hours. This is roughly 39.9% unallocated time, which is in line with industry practice of a 60/40 split between allocated and unallocated time. This indicates the Patrol Division is adequately staffed relative to their current service demand. If community-generated demand increases or a change in service delivery warrants additional unallocated time, the patrol unit would not be able to absorb it without additional headcount.
These findings are in line with response and handling time analyses conducted previously.
Those showed generally fast responses to community-generated calls, including nonemergencies. In addition, handling times were shown to be fairly brief in duration, which is another indicator of an adequately staffed and efficiently operating unit.
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 193
Investigations Section
A core component of a police department is its investigations section. While a patrol division responds to the immediate need of the community, detectives are tasked with conducting follow-up investigations related to reported crime. The Paso Robles Police Department is staffed with one detective sergeant and three detectives. In addition to these positions, the Paso Robles Police Department also has their SET team embedded within the investigations division. The SET team consists of one sergeant and two SET detectives.
Offense information was not provided by PRPD and limits the scope of analysis conducted for this report. Publicly available data was sourced from the California Department of Justice (DOJ), Open Justice Data Portal.
17 Data on crime and clearance rates reported to
the DOJ’s Criminal Justice Statistics Center (CJSC) by the Paso Robles Police Department were used in this analysis. These data are reported as part of the Federal Bureau of Investigation’s (FBI) Uniform Crime Reporting Program (UCR) and include offense counts as well as the number of clearances as per UCR guidelines. The data contains information on the following offenses:
18 • Criminal Homicide
• Rape
• Robbery
• Aggravated Assault
• Burglary
• Larceny-Theft
• Motor Vehicle Theft
• Arson
17 https://openjustice.doj.ca.gov/exploration/crime-statistics/crimes-clearances 18 Offense definitions can be found here: https://ucr.fbi.gov/crime-in-the-u.s/2019/crime-in-the-u.s.-2019/topicpages/offense-definitions Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 194
Data from the DOJ includes offense and clearance information on month of occurrence and crime type, from 1985 to 2023. Data regarding the exact date and time of occurrence, location, and days to clear are not available. Analysis is therefore limited to a higher-level descriptive overview of reported crime in Paso Robles, from which conclusions can be drawn regarding detective staffing based on crime trends and clearance rates.
Reported Crime
The next figure provides a visual account of the last five years of reported crime in Paso Robles. Data for 2024 was not available as of the time of this report. The offense data shows a clear downward trend during the pandemic, with a low of 21 reported crimes in September 2020. Offenses began increasing again in early 2021 and are continuing to trend upward. Incidents do show a relative seasonal trend, with some exceptions. When examining a city with lower incident rates it is often the case to see outlier months that do not fit the seasonal variation one would expect of crime. These are often due to focused prevention efforts, such as retail or motor vehicle theft missions.
Figure 112: Reported Offenses by Month, 2019 to 2023
Attachment 2
Strategic Staffing Assessment Paso Robles Police Department 195
Figure 113: Reported Offenses by Year, 2019 to 2023
The downward trend during the pandemic in 2020 is born out quite clearly in the previous tabular data. Although annual offense counts have yet to reach the pre-pandemic level seen in 2019, they are trending in that direction. Of most concern is the violent crime trend whereby reported incidents have increased substantially year over year, without seeing the same post-pandemic reprieve in property crimes. These are the most serious and generally resource-intensive to investigate. For police departments with limited investigative resources, an increasing violent crime caseload comes at the expense of investigating other, non-violent crimes.
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Strategic Staffing Assessment Paso Robles Police Department 196
Figure 114: Proportion of Reported Offenses by Category, 2019 to 2023 The previous figure provides a view of the proportion of crime attributable to each offense category. Here, the growth in violent crime over the last five years can be seen through the lens of its percentage of the total reported crime. There has been a shift in the composition of crime in Paso Robles: violent crime is increasing while property crime is decreasing.
Violent Crime
The following section explores violent crime reported in Paso Robles between 2019 and 2023 in more detail. Violent crime is defined as a crime committed against a person, including homicide, rape, robbery, and aggravated assault. Violent crimes are considered the most serious and impactful to a community.
Figure 115: Violent Crime by Year, 2019 to 2023
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Violent crime more than doubled from 53 incidents in 2019 to 124 in 2023. The sharpest increase occurred between 2021(68) and 2022 (98), continuing upward in 2023 (124).
Notably, aggravated assaults rose from 31 in 2019 to 82 in 2023, an increase of 165%.
Reported incidents of rape more than doubled between 2019 (9) and 2023 (21), while robberies saw a sizeable increase as well.
A monthly view of reported violent crime is shown in the following figure.
Figure 116: Violent Crime by Month, 2019 to 2023
Monthly violent crime reported in Paso Robles shows a clear upward trend, with some sizeable variation from month to month. November 2022 saw the most violent crimes (19) while February 2019 saw the least (0). Seasonal patterns usually associated with crime are not apparent here; that is likely attributable to the relatively low offense counts monthly, where a slight increase or decrease has a meaningful effect.
During the month with the highest number of reported violent crimes (November 2022), aggravated assaults accounted for nearly three-quarters of the incidents, as seen in the following figure.
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Figure 117: Violent Crime Reported in November 2022
Monthly aggravated assaults between 2019 and 2023 are displayed in the form of a statistical control chart in the following figure. This allows for the identification of outlier periods and a general sense of the “normal” range of monthly activity during the five-year period.
Figure 118: Aggravated Assault Control Chart, 2019 to 2023 It is important to recall that any value above the upper control limit (UCL) represents a significant statistical deviation from the average. November 2022, in which there were 14 incidents, was the only month that exceeded the UCL. June and September 2023 incurred 12 aggravated assaults each—while not exceeding the UCL, they came close.
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The overall trend and monthly variation seen in the aggravated assault category mirrors that of the overall violent crime. This is because aggravated assault comprises a large proportion of all incidents in the violent crime category; as they move, so too does the violent crime category. The following table provides a summary of proportions attributable to each crime type.
Figure 119: Crime Type as a Proportion of Reported Violent Crimes, 2019 to 2023 The proportion of violent crime that aggravated assault accounts for ranges from 58.5% to
75.5%. Over the five-year period shown in the previous figure, aggravated assault comprised 68.2% of all violent crimes reported in Paso Robles.
A similar look at robbery incidents using a control chart is available in the following figure.
Figure 120: Robbery Control Chart, 2019 to 2023
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Overall, robbery incident counts are relatively low month to month, but December 2023 saw a spike that exceeded the UCL (5) and January 2023 had the second-highest occurrence of robberies (4). Given the relatively low incident counts and the inherent month-to-month variability that comes with it, trend identification is difficult. Incidents are more prevalent in recent years, with fewer months having minimal or no robberies.
Given the low rate of occurrence for rape, data was visualized to quarters. As shown in the next Figure, from Q4 2022 to Q2 2023, there was a sustained period of more reported rapes than at any other time during the scope.
Figure 121: Rape, 2019 to 2023
The following figure displays the number of reported homicides by year.
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Figure 122: Homicide, 2019 to 2023
There were four reported homicides throughout the scope, with three occurring in 2020.
Property Crime
This section focuses on reported property crimes between 2019 and 2023. For purposes of this report, property crimes include arson, burglary, larceny-theft, and motor vehicle theft.
Figure 123: Property Crime by Year, 2019 to 2023
The previous figure shows that property crime declined overall but is recently stabilizing. The major driver of property crime is larceny-theft, which has steadily declined since 2019.
Burglary saw a sharp decline during the pandemic but has since rebounded, although has not yet reached pre-pandemic levels. Motor vehicle thefts remained relatively stable throughout the scope.
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Property crimes are shown in the following figure by month, allowing for a discussion of monthly trends in overall activity.
Figure 124: Property Crime by Month, 2019 to 2023
Property crime in Paso Robles shows a sharp and steady decline throughout 2019 and into 2020. This trend is consistent with broader national patterns observed during the early COVID-19 pandemic, when lockdowns and other societal changes reduced opportunity for property crime to occur. After bottoming out in September 2020, monthly counts rebounded in 2021 and show greater volatility. The highest monthly peak post-2020, seen in December 2021 (71), matches previous highs in 2019, suggesting episodic spikes in activity rather than a steady rise in crime.
While there is month-to-month variability, property crimes reported in 2023 are generally hovering in the 35–50 range each month, higher than the 2020 trough but more consistent than 2021 and 2022. There were no extreme monthly spikes in 2023 like those seen previously. Although monthly counts have not returned to pre-pandemic highs on average, the upward trendline suggests a slow rebound is underway, with 2023 showing relatively stable but elevated activity.
Reported arsons are visualized in the following figure annually, due to their infrequent nature.
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Figure 125: Arson, 2019 to 2023
Unlike many other offense types, arson peaked in 2020 during the pandemic. This is likely an anomaly due to low incident counts.
Monthly burglaries are shown in the following control chart.
Figure 126: Burglary Control Chart, 2019 to 2023
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There is one outlier month that exceeded the upper control limit (UCL)—March 2023 (16).
This indicates statistical significance and special-cause variation, which is an anomaly outside of the expected normal fluctuation. It could be tied to a single offender, event, or seasonal vulnerability. The trendline shows a steady decline during the pandemic, from 2019 to 2021; since then, the trend flattens and slightly increases, suggesting burglary crimes may be stabilizing or beginning to increase. Although the monthly average of reported burglaries remains low, its volatility may introduce an unpredictability for resource deployment and community reassurance.
Larceny-theft accounts for most of the reported property crimes analyzed in this section and is shown in the following figure.
Figure 127: Larceny-Theft Control Chart, 2019 to 2023
The previous figure is a statistical control chart of larceny-theft incidents that shows a notable decline through 2020, consistent with pandemic-era behavioral shifts, and has since stabilized at a lower but slightly rising level. A peak of 61 incidents during December 2021 approached the UCL but did not exceed it, indicating a temporary surge in larcenytheft activity. That surge may be due to increased attention by police and proactive enforcement efforts, such as retail theft missions, which are often carried out during the holiday months. While the overall trend remains lower than pre-pandemic levels, monthly counts have been trending upward since 2022. This demonstrates a potential return to typical seasonal variation and opportunity-based theft patterns.
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Over the past five years, larceny-theft has consistently comprised more than 80% of all property crimes, as can be seen in the following figure.
Figure 128: Crime Type as a Proportion of Reported Property Crimes, 2019 to 2023 Motor vehicle theft represents a much smaller proportion of property crime compared to larceny-theft; however, it has shown steady growth as a percentage of total property crime. These proportions suggest that prevention efforts and response strategies focused on larceny-theft are likely to yield the greatest return on effort.
A more detailed view of motor vehicle theft is offered in the following figure.
Figure 129: Motor Vehicle Theft Control Chart, 2019 to 2023 Attachment 2
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Motor vehicle thefts remain relatively low in volume, with an average of 3.6 offenses per month, but the trend has been gradually increasing since 2021. A notable spike in October 2023 reached the upper control limit, signaling a potential outlier event. The overall pattern is one of high volatility, suggesting that motor vehicle theft is driven by short-term factors or repeat offenders rather than persistent conditions.
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Crime Clearance
This section discusses crime clearance. Per the California Department of Justice, crimes contained in this dataset are cleared in one of two ways:
• Cleared by Arrest: An offense is considered cleared when at least one person involved in the commission of the offense has been (1) arrested, (2) charged, and (3) turned over to the court for prosecution.
• Cleared by Exceptional Means: A clearance by exceptional means is one in which some element beyond law enforcement control prevents filing of formal charges against the offender. Agencies can clear an offense exceptionally if they can answer all of the following in the affirmative: (1) Has the investigation established the identity of the offender? (2) Is there enough information to support an arrest, charge, and turning over to the court for prosecution? (3) Is the exact location of the offender known so that the subject could be taken into custody now? (4) Is there some reason outside law enforcement control that precludes arresting, charging, and prosecuting the offender (for example, suicide, deathbed confession, double murder, etc.)?19 The publicly available data used in this analysis does not differentiate between how the crime was cleared.
19 https://data-openjustice.doj.ca.gov/sites/default/files/dataset/2024-07/crimes-clear-arson-context06062024.pdf Attachment 2
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Figure 130: Reported Crime and Crime Clearance, 2019 to 2023 The previous figure displays reported crime, clearances, and clearance rates for each crime. Note that a clearance is counted in the month that it occurs, regardless of when the crime occurred. A crime cleared in May 2023 could have been reported in December 2021, for example. The clearance rate describes the percentage of clearances to the number of crimes reported. The clearance rate is calculated by dividing the number of clearances by the number of crimes reported, multiplied by 100. For example, in 2022 there were 43 clearances for aggravated assault and 71 aggravated assaults reported. The clearance rate is therefore calculated as: (43
71 )*100 = 60.6%. Crimes cleared are in
parenthesis with the clearance rate on the second line of each cell.
Violent Crime Clearances
Clearance volumes increased alongside violent crimes. Violent crime clearances grew from 21 in 2019 to 63 in 2023, an increase of 200%. This closely mirrored the rise in violent crime discussed previously. This suggests that investigative productivity within the Paso Robles Police Department was able to keep pace with increased demand.
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Clearance rates for violent crime tell a more compelling story. The violent crime clearance rate in 2019 was 39.6% and has ranged between 49.1–52.0% in subsequent years. The fact that clearance rates have improved since 2019 and have been maintained in the face of dramatically increasing demand is a strong performance indicator for investigations.
Property Crime Clearances
Property crime clearance rates fluctuated year over year, with a low of 11.8% in 2021 to a high of 24.5% in 2023. A convergence of factors in 2021 may have contributed to the low clearance rate, such as increased violent crime reported and a significant increase in property crimes reported from the previous year. With fewer property crimes being reported, a greater proportion were solved in 2023. This may be indicative of gains in efficiency or case prioritization.
Significant clearance rate improvements were seen in burglary and motor vehicle theft between 2019 and 2023, which may suggest improved investigative follow-up or use of technology. Larceny-theft clearance rates rebounded from their inter-period low between 2020 and 2022 to level off in 2023 with a rate similar to that of 2019.
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Cross-Analysis of Offense Trends and Clearance Rates
An analysis focusing on the cross-section of offense trends and clearance rates from 2019 to 2023 reveals important contrasts between crime volume and investigative outcomes.
While these are merely inferences based on total reported crime and clearances, examination of investigative datasets would be fruitful in yielding more meaningful and accurate findings.
From 2019 to 2023, the city experienced notable shifts in both crime trends and investigative outcomes across its property and violent crime categories. While total crime volumes have remained relatively stable in recent years, a closer examination reveals potential challenges likely tied to crime complexity, investigative demands, and workload volatility.
Property crime, which comprises the bulk of incident volume, was dominated by larcenytheft, accounting for approximately 80% of cases each year. Despite a modest postpandemic rebound in incidents, larceny-theft clearance rates have remained consistently low, reflecting the difficulty of resolving high-volume, low-solvability offenses. In contrast, burglary and motor vehicle theft showed improving clearance rates over time, rising to 39% and 28% respectively by 2023, but also presented signs of regrowth, with both categories experiencing statistically significant monthly spikes in 2023. This suggests that the investigative gains achieved in previous years may be at risk of reversal if case volumes continue to increase.
Meanwhile, violent crime trends indicate growing frequency and investigative intensity.
Aggravated assault showed a sustained upward trend, culminating in record-high monthly counts and a clear trajectory of growth. Robbery, while low in historical average, exceeded its upper control limit in 2023, signaling a potential emerging pattern. Rape offenses, though infrequent, have also trended upward, with multiple months approaching control thresholds. These trends reflect a potential shift toward more serious person-based offenses that require significant patrol and investigative and victim support resources.
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Taken together, the data reveals several meta-level patterns. First, investigative effectiveness has improved when caseloads are manageable, particularly evident in burglary and motor vehicle theft clearance gains. However, recent increases in multiple crime categories suggest the Paso Robles Police Department may be approaching a tipping point, where rising call volumes begin to erode those gains. Second, the composition of crime is shifting: the post-2020 landscape is marked by increasing violent incidents and a resurgence of high-impact property crimes, amplifying both operational demands and community concerns.
Looking ahead, PRPD’s ability to maintain service levels and clearance performance will likely depend on its capacity to adapt patrol coverage, investigative staffing, and proactive strategies to this evolving landscape. Investments in focused deterrence, community partnerships, and data-driven enforcement will be essential to sustaining progress while addressing the complexity of today’s changing crime environment.
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Future Service Demand Projections
The following figure displays Paso Robles’ most recently available (2024) population estimate, the Police Department’s sworn and non-sworn staff counts, and communitygenerated calls for service. Calls per 1,000 service population were included as a point of reference that will be used alongside population forecasts to predict future service demand as it relates to community-generated calls.
Figure 131: Baseline Population, Staff, and Community-Generated Calls for Service 2024
Population20 30,907
Sworn Staff 63
Non-Sworn/Support Staff 23.47
Community Generated Calls for Service 19,120
Calls per 1,000 Service Population 618.6
The City of Paso Robles outlines their General Plan, which is “… a statement of policies for guiding land use decisions for build out of the City in 2045.”21 This provides comprehensive information on the overall development direction of the city. It is estimated that by 2045 the population of Paso Robles will be 44,000, with 5,000 housing units and 4,000,000 square feet of commercial/industrial space.
22 This represents a population growth of 42.4%
between 2024 and 2045.
20 2024 population estimate sourced from the State of California Department of Finance (https://dof.ca.gov/forecasting/demographics/estimates-e1/) 21 City of Paso Robles, General Plan (https://www.prcity.com/313/General-Plan) 22 City of Paso Robles, 2024 Development Plan Update
(https://www.prcity.com/DocumentCenter/View/37963/240426-2024-Development-Presentation---CityManager-Coffee) Attachment 2
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For purposes of future service demand projections, the city’s General Plan estimate for population growth was utilized. A linear per-capita model was employed to estimate community-generated calls for service through the year 2045. A growth rate of ±10% was calculated to provide a range of future projected demand. The following figure shows the growth of community-generated calls per capita based on the city’s 2045 population estimate, along with the upper and lower future demand projections.
Figure 132: Future Service Demand Projections
Category 2024
2045 Forecast
General
Plan
General
Plan +10%
General
Plan -10%
Population 30,907 44,000 48,400 39,600
Community-Generated Calls for Service 19,120 27,220 29,942 24,498 Based on the population growth estimate of 42.4%, community-generated service demand is projected to be 27,220 calls in 2045. The following figures provide a visual analysis of the estimated population and service demand growth in Paso Robles from 2024 to 2045 based on the General Plan estimates.
Figure 133: Paso Robles Population Growth Estimates, 2024 to 2045 Attachment 2
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The population growth shown in the previous figure is based on the city’s General Plan estimate and includes ±10% calculations. While future population estimates can be impacted by several variables, this provides a range of possibilities within a reasonable margin that can be used for initial planning purposes.
The same methodology was used to show future service demand, whereby the General Plan, General Plan +10%, and General Plan -10% were calculated to provide 2045 estimates using the 2024 community-generated calls as a baseline.
Figure 134: Community-Generated Calls for Service, Future Service Demand The growth in community-generated calls for service assumes that demand increases linearly with population. This may not always be the case, especially in more-densely populated areas. As the population of Paso Robles grows and becomes denser, calls for service may become more frequent on a per-capita basis.
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Applying the same estimated growth rate to sworn and non-sworn personnel, future headcount projections are outlined in the following figure.
Figure 135: Future Service Demand Projections by Position Position 2024
2045 Forecast
General
Plan
General
Plan +10%
General
Plan -10%
Sworn Staff 63 89 98 81
Non-Sworn/Support Staff 23.47 33 37 30
Overall, current staffing levels were found to be adequate in most operational areas assessed throughout this study. Applying a generalized growth forecast allows for operational flexibility as community needs inevitably change over time but also provides insight into estimated future staffing requirements.
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Section III:
FINDINGS, STRATEGIES, &
RECOMMENDATIONS
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Key Findings
Finance
• Total departmental expenses rose from approximately $10.8 million in FY2020 to $16.6 million in FY2024, driven primarily by labor costs.
• Personnel-related expenses represent nearly 80% of the Department’s total expenditures.
• Some personnel costs are partially recovered through local service agreements.
Measure J-20 now funds 29 PRPD positions and has become essential to sustaining full sworn staffing, overtime backfill, and capital purchases. • Overtime spending on patrol operations increased by more than 50% in both FY2022 and FY2023.
• A total of $9 million has been earmarked for a police substation in the City’s Capital Improvement Program but delayed in anticipation of this study’s findings. • The city’s ability to grow General Fund revenues is structurally constrained by Proposition 13 and other voter-approved tax measures.
• Tourism accounts for approximately 40% of Measure J-20 sales tax revenue. • The city has demonstrated strategic and sound financial management.
Service Demand and Incident Staffing Performance
• Community-generated demand is more concentrated in Beat 1 (57.2%), yet current patrol allocations assign fewer resources to this area. • Community-generated demand is gradually increasing across most call groups (Alarm, Civil, Crime, Traffic, Administrative), while Assist and Disorder-related calls are relatively stable.
• The eastern part of the city (Beat 2), which already experiences longer response times due to geography, is where most current and planned development is occurring. • Response time performance is strong, with over 76% of Priority 1 calls handled in under 5 minutes.
• Current call priority levels may be too broad, with Priority 2 including both emergency and non-emergency calls.
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• Patrol staffing is currently at an adequate level, with a 60/40 split between allocated and unallocated time.”
• Violent crime is increasing, and property crime is stabilizing after previous declines, shifting the demands placed on Investigations.
• Clearance rates are strong when caseloads are manageable, but rising violent crime threatens to overwhelm investigators.
• CAD data was limited (~27 months) and only available at the summary level. Crime data was limited to that publicly available from the California DOJ.
Operations
• The Paso Robles Police Department has outgrown its existing Public Safety Center, with current limitations in office space, storage, evidence, and parking already affecting operations. With no room for physical expansion, these constraints are expected to worsen as the city grows and staffing needs increase. • The geographic placement of the Public Safety Center presents logistical response challenges, especially for emergency calls to the east side of the city, due to limited roadways and increasing congestion during peak travel hours. • The Patrol Commander’s span of control is too broad, with all Sergeants reporting directly, leaving little time for strategic oversight.
• The Administrative Commander is overburdened with responsibilities spanning multiple support domains, many of which should be delegated.
• PRPD currently lacks a dedicated Public Information Officer; responsibilities are informally shared among administrative staff.
• CAT officers spend extended periods providing security during contracted trash cleanup operations along the riverbed, duties that may not necessarily require law enforcement personnel and consume significant officer hours that could otherwise be used for more critical tasks.
• The current supervisory structure places a disproportionate burden on Patrol Sergeants, who are frequently tasked with overseeing not only patrol operations but also ancillary frontline units such as the Traffic Unit, School Resource Officers, and the Community Action Team. These added responsibilities extend beyond traditional patrol supervision and contribute to span-of-control challenges that may compromise both operational oversight and strategic focus.
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• Training tracking, a critical component, appears to be well-managed through a computerized system and the California POST EDI platform, providing compliance and accountability.
• PRPD’s training facilities are currently limited, though the new training facility in development at Fire Station 3 with dedicated room for the Police Department will improve capacity and flexibility for both internal and hosted training. • PRPD has demonstrated strong success in recruitment and Department branding, as reflected in its ability to maintain competitive staffing levels in a challenging hiring environment. While no formal hiring metrics were provided, stakeholder feedback consistently noted that the Department has effectively embedded its culture and values into recruitment efforts, fostering a family-oriented, supportive work environment.
• Multiple stakeholders reported redundant paper-based processes that reduce efficiency and could be improved through digitization and better use of available technology.
• Unfilled but allocated positions in both the Dispatch and Records Divisions have the potential to increase supervisory strain, limited operational continuity during absences, and reduced opportunities for staff development and succession planning. • The Department has recently implemented biannual audits of the evidence room, which is a strong step toward ensuring compliance, integrity, and accountability within the division.
• Property and evidence storage is approaching 80% of storage capacity, with a net annual increase of approximately 1,474 items, projecting full capacity in less than two years without intervention.
• Property and evidence barcode scanning technology is currently utilized, which improves the tracking, retrieval, and management of stored evidence. • There is currently no cross-trained backup for the Property and Evidence Technician, raising concerns about operational continuity during absences or peak workload periods.
• The Department utilizes a mileage-based vehicle maintenance system that is triggered through mandatory odometer input at fuel stations, promoting timely upkeep and coordination with the City Fleet Department.
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• The patrol vehicle replacement cycle of three years with a six-year equipment reuse cycle is efficient and cost-effective, ensuring officers have access to reliable and safe vehicles while minimizing outfitting expenses.
• Paso Robles Police Department currently lacks any armored vehicle capability for use in critical incidents or officer rescues. In such situations, the Department must rely on outside resources from San Luis Obispo County, which may delay response during time-sensitive emergencies.
• The Paso Robles Police and Fire Departments currently do not have a dedicated mobile command post. Instead, they rely on a California OES trailer for disaster response support, which is only available when not in use elsewhere by the state, limiting local self-sufficiency during major incidents. • PRPD lacks a formalized internal auditing or inspection process to regularly review critical operational areas such as fleet condition, officer equipment, and performance audits.
• The existing Mission Statement for the Paso Robles Police Department is outdated and has not been revised to reflect the Department’s current operational direction, leadership vision, or community expectations.
• PRPD currently lacks a formal mechanism within its CAD system to capture nondispatched activities such as report writing and evidence processing, which consume significant officer time. Without consistently recorded data, future staffing and workload analyses may overlook key aspects of patrol responsibilities beyond call response.
• Detective Division staffing levels may be insufficient for the current investigative workload, though this cannot be fully confirmed without a formal staffing analysis. • The Records Division may be understaffed relative to operational needs, though the absence of workload data limits a definitive assessment. Stakeholder feedback indicated the division is falling behind, and one position remains unfilled. • While the current CSO deployment is relatively aligned with operational needs, opportunities for improvement remain. Extending coverage to 6:00 p.m. could enhance efficiency and alleviate patrol workload during later peak hours. • The Detective Division lacks a comprehensive workload analysis to determine whether current staffing levels are adequate to meet investigative demands.
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• Because PRPD operates its own internal jail facility, detentions can create a significant personnel burden. Officers assigned to guard and monitor detainees are unable to perform their normal patrol or shift duties, which may result in a heavy staffing drain.
Data collection and analysis is needed to quantify the total hours spent on these responsibilities annually, in order to assess whether a dedicated full-time position(s) should be established.
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Short-Term Recommendations
The short-term strategies listed in this report are a compilation of the recommendations aimed at improving the current conditions and levels of protection over the next one to two years.
Recommendation A-1: Initiate a Facilities Master Plan
Description: Paso Robles should initiate a facilities master plan to evaluate long-term space needs and begin planning for a secondary police facility to relieve strain on the current Public Safety Center and support future growth. This facility should be more than a basic substation or workstation; it must be capable of housing officers and potentially supporting the relocation of select functions from the Public Safety Center to free up space for expanding the Property and Evidence facility.
To address space limitations and operational needs, the Paso Robles Police Department should consider co-locating with Fire Station 2 at 298 Sherwood Road. This would support continued collaboration with the Fire Department and ease the burden on PRPD’s Property and Evidence Division. The plan should include secure evidence storage for low-risk items, with critical evidence remaining at the Public Safety Center. The site should also provide vehicle impound and processing areas.
As an interim measure, the new Station 3 Training Center at 2924 Union Road can help alleviate space pressures. It will include police workstations and house the Training officer, with a focus on supporting the Traffic Unit due to its proximity to Highway 46. While not a permanent solution, this setup can improve operational efficiency and support east-side operations. Installing temporary evidence lockers at Station 3 could further enhance efficiency by reducing travel for evidence booking.
Outcomes: This initiative will help alleviate limited space constraints at the main Paso Robles Police Department by reducing the number of personnel and vehicles housed there. In particular, it would ease current office and parking shortages, both which have been identified as a growing concern as staffing levels increase.
Estimated Financial Cost/Savings: Costs would include funding for planning and design, followed by construction and buildout expenses for a full-service facility. Total costs will vary based on the scope of the project, design specifications, square footage, and the number of functions the facility is intended to support.
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Recommendation A-2: Develop East-Side Police Facility to Improve Response Equity Description: In alignment with Recommendation A-1 to initiate a comprehensive facilities master plan, consideration should also be given to addressing the department’s current geographic service-delivery imbalance. These are not necessarily separate recommendations but complementary priorities that may be able to be achieved through a single, coordinated action. Such an approach would not only expand operational space to meet future growth but also enhance emergency response capabilities and service delivery to the east side of the city.
The previously noted opportunity to expand in conjunction with Fire Station 2 (298 Sherwood Road) aligns with the broader goal of establishing a police presence on the east side of the city, as well as creating an opportunity to address current space limitations at the Public Safety Center. This is where Recommendation A-1 to initiate a comprehensive Facilities Master Plan becomes critical, as it will allow the city to evaluate these options in greater detail. To achieve more immediate improvements in service delivery, PRPD could temporarily utilize Fire Station 3 (2924 Union Road) for training, traffic operations, and eastside patrol deployment.
Officers can be assigned to an east side facility on a shift-to-shift basis; however, opportunities exist to permanently house lockers, police fleet vehicles, and related resources, allowing officers to begin their shifts directly from that location. This may require certain technological upgrades, such as remote access for briefings. Officers would still need to respond to the Public Safety Center for prisoner confinement, large vehicle and evidentiary storage, and other administrative functions.
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Figure 136: East-Side Police Facility Location
Outcomes: Establishing a facility in this location would reduce response times for eastern districts, support projected growth in the city’s northeast quadrant, improve equitable service delivery across all areas, and improve public accessibility for eastside residents. This complements broader facility expansion efforts by ensuring that any new construction aligns with both spatial and geographic needs.
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Estimated Financial Cost/Savings: This improvement is achieved primarily through the construction of a new facility strategically located on the east side of the city. Costs are tied to the overall facility project rather than being separate. While not a direct cost savings initiative, minor efficiencies may be realized over time through reduced travelrelated wear and tear and fuel use, and improved unit staging for response.
Recommendation A-3: Reduce Patrol Supervisory Burden
Description: To reduce the operational strain on Patrol Sergeants, the Paso Robles Police Department should consider adding one or more first-line supervisors specifically assigned to oversee ancillary units. These Sergeants could assume direct responsibility for the Traffic Unit, SROs, and CAT, while also potentially providing supervision for Community Service Officers and the civilian volunteer program. This would allow existing Patrol Sergeants to focus solely on managing patrol operations and responding to immediate field needs, resulting in a more balanced and effective span of control. A strategic approach may be to add at least one sergeant as a first step, allowing the Department to evaluate the actual workload and determine whether a second sergeant is needed and where.
Outcomes: Implementing this restructuring would provide much-needed relief to frontline patrol supervisors by narrowing their span of control and allowing them to focus solely on managing patrol operations. By assigning ancillary units such as the Traffic Unit, School Resource Officers, and the Community Action Team to a dedicated Sergeant, the Department would improve operational clarity, enhance supervision, and ensure more consistent accountability across specialized functions. This change would also allow for more strategic oversight of each unit’s performance and objectives, increase overall efficiency, and promote leadership development by distributing responsibilities more appropriately across the chain of command.
Estimated Financial Cost/Savings: Costs would include salary, benefits, and equipment associated with one or more full-time sworn supervisory positions (Sergeant level). However, this investment would support greater supervisory efficiency, help prevent personnel fatigue or attrition, and enhance the operational effectiveness of both patrol and specialized units, offering a high return in service quality and risk mitigation.
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Recommendation A-4: Add Mid-Level Supervision to Support Patrol Commander Description: The Department should introduce a mid-level supervisory role (such as Lieutenant) to work under the Patrol Commander and alleviate the operational burden currently placed on that position. Determining the appropriate number of such positions will require further analysis beyond the scope of this report.
Outcomes: Adding mid-level supervision would redistribute frontline oversight responsibilities, creating a more balanced span of control and enabling the Patrol Commander to engage more fully in strategic, data-informed leadership. This restructuring would enhance supervision quality, support officer and front-line supervisor development, and improve overall operational effectiveness.
Estimated Financial Cost/Savings: Costs would include those typically associated with a fulltime mid-level supervisory position, including salary, benefits, training, and equipment.
While no immediate cost savings are projected, the increased leadership capacity may reduce inefficiencies, improve accountability, and support better organizational performance over time.
Recommendation A-5: Track Post-Call Workload for Better Staffing Accuracy Description: To improve the accuracy of workload assessments and staffing decisions, PRPD should implement a method for officers to document time spent on post-call tasks such as report writing, evidence processing, and administrative follow-up. This may be achieved through the use of updated status codes, disposition codes, or dedicated internal activity codes within the existing CAD system.
Outcomes: Capturing this data will provide a more comprehensive understanding of how patrol resources are utilized, ensure that staffing projections account for all aspects of officer workload, and support data-driven decision-making. It also enables better tracking of time allocation, operational efficiency, and performance expectations.
Estimated Financial Cost/Savings: Minimal cost if implemented through existing CAD configuration. Minor training and administrative setup may be required. Long-term savings may be realized through more accurate staffing projections and reduced risk of workload imbalance.
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Strategic Staffing Assessment Paso Robles Police Department 227
Recommendation A-6: Develop Robust Tracking for Overtime Activities and Drivers Description: PRPD should establish a robust overtime reporting mechanism in order to track activities performed on overtime, as well as drivers necessitating that overtime be used for staffing.
Outcomes: A robust leave tracking system to correlate leave use with overtime use would allow for better understanding of the total staffing mechanism. This is also particularly useful in determining impacts during negotiations of collective bargaining agreements.
Recommendation A-7: Evaluate Acquisition of Armored Rescue Vehicle Description: The Department should evaluate the feasibility of acquiring an armored rescue vehicle to enhance officer safety and tactical response capabilities during high-risk incidents, including active shooter situations or hostage rescues. In addition to the acquisition of an armored vehicle, consideration should be given to protecting it from the elements, as manufacturers of ballistic vehicles recommend shielding parked vehicles from direct sun exposure to preserve the optical integrity of the ballistic glass.
Outcomes: Having an armored vehicle readily available would reduce response delays in critical incidents, increase citizen and officer safety, and enhance the Department’s ability to contain and resolve dangerous situations locally.
Estimated Financial Cost/Savings: Acquisition of a new armored vehicle could range from $250,000 to $400,000, with additional upfitting costs required for emergency lighting, communication systems, and department-specific modifications. Sun-exposure protection will require dedicated funding for protective cover (e.g., a canopy/carport or leased covered parking); while soft vehicle covers are a low-cost alternative, they reduce readiness for rapid deployment. Minor expenses would also be associated with staff training in safe operation and tactical deployment. A storage location would need to be identified, which may present a logistical challenge given current facility limitations. If pursuing a military surplus vehicle, the Department should evaluate the cost-effectiveness of necessary retrofitting and repairs to ensure it meets modern safety and operational standards.
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Strategic Staffing Assessment Paso Robles Police Department 228
Recommendation A-8: Update Mission to Reflect Modern Priorities Description: PRPD should update its Mission Statement to ensure that it aligns with the current vision and accurately represents the agency’s evolving goals, leadership philosophy, and community-focused strategies. Involving personnel at multiple levels during this process can enhance internal alignment and commitment.
Outcomes: An updated mission provides strategic clarity, reinforces shared departmental values, and promotes stronger engagement both internally and externally. A clearly defined and consistently communicated mission can help maintain a unified, purposedriven workforce, and foster organizational identity that supports employee retention beyond tangible resources.
Estimated Financial Cost/Savings: Minimal cost if conducted internally; modest cost if consultant-led (e.g., facilitation, design, or branding support).
Recommendation A-9: Improve CAD Call Priority Classification to Reflect True Urgency Description: PRPD should evaluate and update its call priority classification protocols to ensure alignment with the actual urgency and operational reality of incidents. This can be accomplished through the convening of a workgroup comprised of dispatch, operations, and command staff to assess and agree upon new classification procedures. Revisiting call coding practices and validating whether current definitions for Priority 1, 2, and 3 calls accurately reflect field response expectations is recommended.
Outcomes: Ensures future analyses of response times and call distributions are based on meaningful and accurate priority classifications. Enables more precise deployment of resources and improved workload balancing. Enhances strategic planning and performance monitoring by reducing data misinterpretation. Supports alignment with industry best practices around emergency communications and public safety analytics.
Estimated Cost: Staff time for policy and standard operating procedure review and development, dispatcher training, and CAD reconfiguration to align with new classifications.
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Strategic Staffing Assessment Paso Robles Police Department 229
Mid-Term Recommendations
The mid-term strategies are progressive enhancements of the current conditions. Many will likely require two to three years to accomplish.
Recommendation B-1: Expand Community Service Officer Staffing to Extend CSO Coverage Description: PRPD should consider extending CSO coverage to 6:00 p.m. to better capture the remainder of peak call volumes and reduce the burden on patrol. This could be achieved by adding an additional CSO position(s). As an additional benefit, this would also enable cross-training support for the Property and Evidence Technician.
Outcomes: Expanded CSO coverage would increase operational efficiency, improve response to non-emergency calls during peak times, and allow patrol officers to focus on higher-priority duties. Cross-training would enhance resiliency in the Property and Evidence Unit by providing backup during absences and assisting with workload management.
Estimated Financial Cost/Savings: Costs would include salary and benefits for a full-time CSO, positions. Potential savings may result from improved efficiency in both field operations and evidence processing.
Recommendation B-2: Cross-Train CSO to Support Property and Evidence Technician Description: The Department should cross-train at least one additional CSO to assist the Property and Evidence Unit to improve operational resiliency by providing support during high-demand periods, scheduled leave, or emergencies. Given the sole Technician’s broad range of responsibilities, having a trained backup is essential for continuity and risk mitigation.
Outcomes: This cross-training would ensure uninterrupted evidence operations during absences, reduce backlog risks, and allow for faster purging and inventory management.
Estimated Financial Cost/Savings: Minimal costs are associated with internal cross-training and scheduling adjustments, though there may be minor training expenses related to obtaining state or national evidence certifications. Potential savings include reduced risk of procedural delays and improved efficiency in property management.
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Strategic Staffing Assessment Paso Robles Police Department 230
Recommendation B-3: Expand or Reconfigure Property and Evidence Storage Description: PRPD should take immediate steps to expand or reconfigure its existing property and evidence facility to prevent operational disruptions while long-term solutions are pursued. Keeping evidence operations within the main station is ideal to maintain chain of custody. As a short-term option, the city-owned hangar on Second Wind Way could be converted to store non-critical or long-term evidence, such as adjudicated items or found property. Additionally, PRPD should ensure regular evidence purging and explore how peer agencies manage legal delays in narcotics destruction to maximize current storage capacity until a permanent facility is developed.
Outcomes: Addressing storage limitations will help ensure continued compliance with evidence management standards, avoid operational backlogs, and maintain the integrity of criminal investigations. Keeping all evidence operations centralized supports both security and efficiency.
Estimated Financial Cost/Savings: Costs will vary depending on the reallocation or remodeling approach taken. Minimal construction or internal reconfiguration may be possible at a relatively low cost compared to constructing an entirely new facility, offering a practical interim solution while long-term planning proceeds.
Recommendation B-4: Implement Structured Internal Inspection Program Description: In line with the concept that effective management requires regular evaluation, the Department should implement a structured and recurring internal inspection program that includes regular vehicle checks, equipment inventories, and performance audits. These inspections should be legally compliant and consistent with any collective bargaining agreements to ensure fair and transparent oversight.
Outcomes: A formal inspection program will enhance accountability, ensure equipment and vehicles remain in operational condition, and identify deficiencies before they impact officer safety or Department performance. It also supports a culture of professionalism and readiness across the organization.
Estimated Financial Cost/Savings: Implementation would primarily require supervisory time and administrative oversight. Any associated costs are expected to be minimal and absorbed within existing personnel resources. Long-term savings may be realized through early detection of issues that prevent costly equipment failures or liability exposure.
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Strategic Staffing Assessment Paso Robles Police Department 231
Recommendation B-5: Reassign Riverbed Standby Duties to a CSO When Appropriate Description: The Department should evaluate the feasibility of reassigning at least one of the officers currently providing standby security during riverbed trash cleanup operations to a CSO, where appropriate. This should include reviewing any existing contracts, requirements, or mandates related to these operations and making any legal or procedural adjustments as necessary. While some law enforcement presence may still be required, utilizing a CSO for lower-risk standby roles can reduce sworn officer time spent on non-enforcement duties.
Outcomes: This adjustment would preserve necessary security coverage while allowing sworn CAT officers to redirect their time toward their core responsibilities. It also maximizes the efficiency of staffing resources by leveraging CSOs for duties that do not require a sworn officer, supporting a more strategic and tiered deployment model.
Estimated Financial Cost/Savings: No additional costs are anticipated if existing CSO staffing levels can support the reassignment. Savings would come through more effective use of sworn personnel and reduced opportunity costs associated with officers being tied up on non-enforcement standby tasks.
Recommendation B-6: Fill Vacant Dispatch and Records Positions, Including Supervisory Roles
Description: The Department should prioritize filling the currently unstaffed positions in both the Dispatch and Records divisions, including the vacant lead and supervisory positions since these roles are critical to maintaining operational consistency, alleviating workload pressures on existing supervisors, and fostering internal leadership development.
Outcomes: Filling these allocated positions would provide more consistent oversight, improve shift coverage during absences, and strengthen internal workflows. Additionally, the presence of a Dispatch Supervisor and Records Lead would relieve the Support Services Manager of day-to-day oversight, enabling more strategic focus. In Records, increased staffing would ensure continuity of service and open pathways for career advancement. These changes enhance succession planning and help build a more resilient support services infrastructure.
Estimated Financial Cost/Savings: Costs would align with the salary and benefits of a fulltime employee at the appropriate classification. Savings may be realized through improved retention and increased administrative efficiency over time.
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Strategic Staffing Assessment Paso Robles Police Department 232
Recommendation B-7: Joint Acquisition of a Mobile Command Post Description: Paso Robles Police and Fire Departments should consider jointly acquiring a dedicated mobile command post to enhance local emergency response capabilities. This unit would serve as an on-scene operational hub during major incidents, disasters, and large public events, providing coordinated command space, enhanced communication capabilities, and support for tactical dispatch functions. It would also offer workspace and shelter for command and operational staff during extended operations, assist with continuity of operations if fixed facilities are unavailable, and serve public safety functions at community events.
Outcomes: A jointly operated mobile command post will increase the Department’s selfsufficiency during emergencies by reducing reliance on outside resources, such as the limited-availability OES trailer. It will improve real-time coordination, streamline incident management, and provide a centralized and mobile base of operations for both routine and critical public safety events.
Estimated Cost: Estimated cost ranges from $300,000 to $600,000, depending on the vehicle size, technology integration, and customization level. Additional costs may include annual maintenance, insurance, and outfitting for interoperability with police, fire, and dispatch systems.
Recommendation B-8: Conduct a Jail Workload Study
Description: PRPD should conduct a study to determine the total workload hours spent by personnel on jail responsibilities, including guarding and monitoring detainees. The study should assess the need (if any) for full-time jail staff and outline the potential impacts on staffing allocation and operational efficiency. This analysis could be completed in-house if data collection is properly implemented, or through a third-party consultant if additional expertise is required.
Outcomes: Completion of the study would provide a clearer understanding of the actual time and resources dedicated to jail detention. The findings would allow PRPD to better evaluate whether full-time jail personnel are warranted, or if existing staffing levels are sufficient, ensuring resources are allocated effectively.
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Strategic Staffing Assessment Paso Robles Police Department 233
Estimated Cost: The cost of conducting the analysis would depend on whether the study is performed in-house or contracted out. If done internally, costs would primarily involve staff time dedicated to data collection and analysis. If contracted to a third party, there would be a direct financial cost. Savings or expenditures associated with hiring full-time jail staff would be determined following the study results.
Recommendation B-9: Establish Dedicated Public Information Officer Position Description: The Department should establish a dedicated Public Information Officer position to manage communications, media relations, and public engagement efforts. This role could be structured as a standalone full- or part-time civilian position or developed in coordination with the Fire Department, provided clear expectations and limitations are established to ensure adequate service for both agencies. The concept of a shared position was also raised during on-site interviews and stakeholder meetings, indicating interest in improved outreach capacity.
Outcomes: Creating this position would allow for more consistent and professional messaging, enhance transparency, and support stronger community engagement. It would provide a central point of contact for media relations, social media content, branding initiatives, and recruitment communications. These functions are widely expected in modern law enforcement and if agencies are not supported by a dedicated individual who understands public communication strategies and performance metrics, they risk missing valuable opportunities to improve public trust, visibility, and responsiveness.
Estimated Financial Cost/Savings: Estimated costs would include salary, benefits, and any needed equipment or software for a part-time or full-time civilian employee. Cost efficiency could be improved if the position is shared with the Fire Department. Long-term benefits may include enhanced public perception, increased community participation, improved recruitment outcomes, and more effective communication during critical incidents.
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Strategic Staffing Assessment Paso Robles Police Department 234
Recommendation B-10: Streamline Records Operations Through Digitization Description: PRPD should conduct a comprehensive review of its records and administrative workflows to identify manual or duplicative tasks, particularly those involving scanning, printing, and paper file handling, that can be streamlined through digitization or better utilization of its existing records management systems.
Outcomes: Modernizing records processes would increase overall efficiency, reduce unnecessary labor, and improve document accessibility for both staff and supervisors. It would also cut down on physical storage needs and long-term resource consumption, contributing to sustainability goals. Staff time saved through automation can be redirected to higher-priority tasks.
Estimated Financial Cost/Savings: Initial costs may include software enhancements, staff training, or modest hardware upgrades. However, these are offset by long-term savings in staff time, paper, printing supplies, and physical storage space.
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Strategic Staffing Assessment Paso Robles Police Department 235
Long-Term Recommendations
The short- and mid-term strategies discussed will move the organization forward substantially. A longer-term, high-level view of future needs is also important to provide a “big picture” view of how the organization may continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload, and how both impact the future deployment of personnel.
Recommendation C-1: Implement Workload Tracking and Analysis in Records Division Description: To evaluate whether Records staffing levels are sufficient, the Paso Robles Police Department should first implement consistent workload tracking in the Records Division, measuring metrics such as report processing volume, data entry time, discovery and subpoena handling, public records requests, and walk-in service needs. Once established, a workload-based staffing analysis should be conducted to determine if current personnel can meet demand or if additional staffing or workflow modifications are warranted.
Outcomes: This analysis will be particularly valuable in light of growing service expectations and administrative requirements and will help leadership determine whether the current staffing model supports effective and timely records management. It can also highlight areas where digitization or procedural changes may improve efficiency. This will ultimately enhance service continuity, reduce the risk of backlog or errors, and improve internal support functions.
Estimated Financial Cost/Savings: Costs may include the time and effort to implement tracking systems and conduct the analysis or hiring a consultant to assist. Potential financial savings may arise through increased efficiency, reduced processing delays, and more strategic use of staff.
Recommendation C-2: Conduct Formal Staffing Analysis for Detective Division Description: The Paso Robles Police Department should conduct a formal, workload-based staffing analysis for its Detective Division. This analysis should be informed by case management metrics such as caseload distribution, case complexity, clearance timelines, clearance rates, and overtime utilization. To ensure accuracy, the Department must first establish consistent tracking mechanisms for investigative workload metrics. Internal anecdotal reports of staffing strain highlight the need for this assessment.
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Strategic Staffing Assessment Paso Robles Police Department 236
Outcomes: A detailed workload analysis would enable data-informed decisions on the Detective Division’s capacity and future needs. This would improve investigative case handling, support timely clearances, and help prevent staff burnout. It would also give leadership the foundation to justify resource requests. The results will help the Department determine whether to reallocate resources, adjust processes, or add investigative personnel.
Estimated Financial Cost/Savings: The primary cost would be associated with staff time or consulting fees to conduct the analysis, and if warranted, the salary and benefits of an additional detective. Potential savings could come from reduced burnout and better resource allocation.
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Strategic Staffing Assessment Paso Robles Police Department 237
Section IV:
APPENDICES
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Strategic Staffing Assessment Paso Robles Police Department 238
Appendix A: Strategic Partners—Stakeholder Interviews
Introduction to the Stakeholder Interviews
As part of this Police Staffing Study, the AP Triton project team conducted interviews with a diverse group of internal and external stakeholders connected to the City of Paso Robles Police Department. The primary objective of these interviews was to gain deeper insight into operational challenges, staffing needs, public safety concerns, and opportunities to enhance service delivery and community engagement. Discussions also addressed organizational effectiveness, inter-agency coordination, and long-term strategic priorities.
The information gathered represents the viewpoints and experiences of those interviewed—referred to as “people inputs.” These insights often reflect individual perceptions and are not independently verified. However, the project team analyzed responses for consistency, frequency, and recurring themes. Where multiple sources confirmed similar perspectives, the team elevated these findings into the formal observations and recommendations included in this report.
Stakeholders were engaged across the following categories:
• Elected Officials
• Department Heads
• Business-Community Leaders
• Citizens
• Command Staff
• Labor Representatives
• Patrol and Specialized Personnel
• Civilian/Support Staff
The observations and recommendations that follow reflect the themes most frequently mentioned during the engagement process and are considered significant to PRPD’s current operations and future planning.
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Strategic Staffing Assessment Paso Robles Police Department 239
Elected Officials, City Management, Department Heads
What strengths contribute to the success of the police department? • Current chief seen as strong and effective; the department is stabilizing after past challenges. [Repeated]
• Broad council and public backing.
• Use of license plate readers enhances situational awareness and public safety.
What does the department do well?
• Mental Health Response. Officers noted for de-escalation skills and compassion in crisis situations.
• Gang & Crime Reduction. Focus on gang deterrence and proactive policing with visible results.
What are some areas in which you think the department could make improvements? • Staffing: Department still catching up on patrol, administrative, and investigative staffing.
• Youth Programs Missing: Desire to bring back community policing, D.A.R.E., and school engagement.
• Training Gaps: Need for ongoing training in mental health, evolving laws, and complex demographics.
What opportunities, in your view, are available to improve the service and capabilities of the police department?
• Increased integration with Sheriff’s Office on narcotics and gang cases. • Increased presence in neighborhoods to foster trust and prevent crime. • Invest in officer education, especially in mental health and community relations.
What do you see as the top three critical issues faced by the police department today? • Homelessness: Significant concern; legal and social constraints complicate response.
• Retention & Recruitment: Focus on hiring local, vested officers and reducing turnover.
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Strategic Staffing Assessment Paso Robles Police Department 240
If you could change one thing in the police department, what would it be? • County Collaboration: Improve data sharing and investigative coordination with other agencies.
Business Community and Citizen Groups
What are the most important strengths of the current police services in Paso Robles? • Perception that recent hires reflect intentional improvements in officer quality and training.
• Visible presence by law enforcement in the community generally makes people feel more secure and deters potential bad behavior.
• The police department is perceived as professional, approachable, and responsive by community members and local businesses.
• Positive community reputation is reinforced through consistent involvement in public events and proactive outreach. [Repeated]
• The department is seen as forward-thinking.
What challenges or concerns do you see with current law enforcement services or response?
• Younger community members may view police negatively if initial contact is limited to citations or enforcement.
• Public expectations for police availability at every event are not always realistic.
What opportunities does the police department have to enhance operations or community relations?
• Increase presence in schools to foster early trust and community ties. • Emphasize positive, non-enforcement interactions to balance law enforcement duties with relationship-building.
• Encourage upstream collaboration with mental health and addiction services to reduce long-term criminal and safety impacts.
• Increase recruitment efforts without reducing standards to focus on building a diverse workforce that reflects the community’s demographics.
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Strategic Staffing Assessment Paso Robles Police Department 241
Do you feel the community is adequately served by the current police staffing and deployment?
• Overall positive but staffing and deployment require regular review. • Belief that the department needs more officers and greater presence to prevent crime and deter escalation.
What role should the police department play in community engagement and public education?
• Essential to strengthen community relationships and foster proactive safety measures.
• Continue public outreach and communication efforts to strengthen community trust and set realistic expectations.
Are there specific public safety concerns or trends (e.g., traffic, homelessness, youth issues) that you feel are underserved?
• Traffic issues and mental health-related calls.
• Homelessness was identified as a major challenge. [Repeated] How important is it to you that the police department reflects the demographics and values of the community?
• Highly important to ensure community values and demographics are represented within the department.
• Having a workforce that proportionately reflects the demographics of the city to build stronger relationships.
Do you see value in expanded partnerships (e.g., with mental health providers, schools, other agencies)?
• Considered valuable, particularly partnerships with schools and mental health services.
• Leverage collaboration with business owners, schools, and service providers for broader preventative efforts.
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What concerns do you have regarding transparency, accountability, or police-community relationships?
• Generally positive, continued emphasis on transparency and accountability remains essential.
Command Staff, Labor Representatives, and Sworn Personnel What are PRPD’s most effective internal strengths (e.g., training, teamwork, leadership, service quality)?
• Chief viewed as down-to-earth, practical, and visible in the community. • Community Engagement: Officers get out of vehicles, attend community events, and work to build relationships with residents.
• Positive culture. [Repeated]
• Strong sense of camaraderie and family atmosphere across the department. [Repeated]
• Proactive investment in training and top-tier equipment. [Repeated] • Department culture encourages innovation and supports officers in finding specialized career paths.
• The community provides consistent support, including backing ballot initiatives and positive interactions. [Repeated]
• In-house training capacity is growing, with internal instructors in multiple disciplines.
What are the most pressing staffing and workload issues you face in your role? • Still experiencing vacancies and competing demands on limited personnel. • Increased administrative workload on sergeants and corporals, who manage multiple special projects alongside patrol duties. [Repeated] • Lack of supervisory roles (e.g., no dedicated traffic sergeant). • Cultural Barriers: Difficulty engaging with the Hispanic community, especially around CERT (Community Emergency Response Training) or PD-hosted programs due to trust and immigration-related fears.
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Strategic Staffing Assessment Paso Robles Police Department 243
What operational or strategic changes could improve your ability to serve the community? • Build or acquire additional facilities or substations to accommodate departmental growth and reduce response times. [Repeated]
• Enhance Multilingual Outreach: Find alternate venues or neutral locations for programs targeting the Hispanic community to improve trust and participation. • Modernize Emergency Communications: Consolidate and clarify emergency alert systems to ensure consistent, real-time public messaging during disasters. • Improved alignment of roles and responsibilities, particularly with patrol and administrative tasks.
• Create and staff additional specialty and supervisory roles to distribute workload and support growth (e.g., PIO, traffic sergeant, training corporal). [Repeated] • Expand CSO responsibilities to absorb more low-priority calls and administrative functions.
Are there particular functions (e.g., traffic, investigations, mental health response) where you feel staffing or support is inadequate?
• Expansion of civilian support roles to alleviate administrative burdens on sworn personnel.
• Patrol operates with minimal staffing (often only 3 officers and 1 watch commander), limiting proactive policing. [Repeated]
• Detective and Special Enforcement Team (SET) units are understaffed for current workload demands. [Repeated]
What are some of the biggest challenges to morale, retention, and recruitment? • Physical space limitations, including shared or repurposed workspaces, hinder operations. [Repeated]
What innovations or service delivery models should PRPD explore? • Further investments in automated technology and specialized equipment (e.g., license plate readers).
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Civilian and Support Staff
How would you describe communication and collaboration across divisions and roles within PRPD?
• Strong internal communication across ranks and divisions, supported by newsletters and regular updates.
• Support services are highly committed and seen as approachable and caring. • The department has a strong wellness culture with comprehensive health screenings and mental wellness support available to all staff, sworn and non-sworn. • Culture is viewed as family-oriented and inclusive, with administration seen as genuinely caring about employees.
Are there any internal systems or workflows that need improvement? • Event staffing/organization is strained due to high frequency of community events and limited officer availability, concerns of leading to burnout. [Repeated] • Support staff positions (records and dispatch) have not kept pace with sworn officer hiring, resulting in overwhelming workloads.
• Physical workspace is constrained, especially as the department grows and staffing expands. [Repeated]
What do you see as the biggest challenges to supporting frontline personnel? • Records staff cannot keep up with purging and retention compliance due to workload.
• Dispatch staffing levels can be strained during major events.
From your perspective, how can the department better support staff wellness, performance, and efficiency?
• Fill currently approved but unstaffed records and dispatch roles to reduce workload and improve efficiency.
• Explore further paperless transitions for records management, particularly for case filings and court submissions.
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Strategic Staffing Assessment Paso Robles Police Department 245
Appendix B: Community-Driven Call Type Dataset
Figure 137: List of Community-Generated Calls in the RIMS CAD Dataset Call Type Description Category Count
207 Kidnapped Crime 2
211 Robbery Crime 11
215 Carjacking Crime 3
242 Assault Crime 173
245 Assault/Deadly Weapon Crime 17
261 Rape Crime 24
273.5 Domestic Violence Crime 96
288 Molestation Crime 7
415 Peace Disturbance Disorder 2,435
417 Brandishing Crime 24
451 Arson Crime 1
459 Burglary Crime 141
470 Forgery/Fraud Crime 279
484 Theft Crime 1,435
487 Grand Theft Crime 152
594 Malicious Mischief Crime 372
602 Trespassing Crime 450
911 911 Hangup Disorder 4,550
1144 Deceased Person Other 81
10851 Stolen Vehicle Crime 186
10852 Tampering with a Vehicle Disorder 8
20001 Hit-and-Run Injury Traffic 6
20002 Hit-and-Run Traffic 454
23103 Reckless Vehicle Traffic 995
23152 Suspected Drunk Driver Traffic 462
TH TH Other 1
10851R Recovered Stolen Vehicle Other 4
415N Noise Disturbance Disorder 1,400
459V Vehicle Burglary Crime 117
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Call Type Description Category Count
484X Identity Theft Crime 80
647F Drunk in Public Disorder 231
653M Harassing Phone Calls/Texts Disorder 73
ACTIVE Active Shooter Crime 1
AIR PD Air Emergency PD Assist 6
ANI Animal Call Disorder 958
AOA Assist Other Agency Assist 576
ATC Attempt to Contact Other 148
AWS Attempted Warrant Service Assist 31
BOL Be on the Lookout Disorder 117
BP Bike Patrol Other 1
BUS-C Business Complaint Civil 2
BUSCK Business Check Disorder 5
C30 Alarm Alarm 3,055
C30F Fire Alarm Alarm 1
CA Citizen Assist Assist 3,055
CAT CAT Team Enforcement Disorder 114
CE Code Enforcement Civil 257
CODE 5 Code 5 Observation Other 6
CSF Commercial Structure Fire Assist 1
CSF PD Commercial Structure Fire PD Assist 14
CTW Check the Welfare Disorder 2,180
CV Any Civil problem Civil 702
EMS Emergency Medical Assist 8
FAIR Fair Medic Assist 1
FIREWORK Fireworks Disorder 398
FP Foot Patrol Other 1
FU Follow-up Other 721
GRF Graffiti Crime 48
HARA Harassment Disorder 152
INFO Information Other 602
JUV Juvenile Problem Disorder 765
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Strategic Staffing Assessment Paso Robles Police Department 247
Call Type Description Category Count
KTP Keep the Peace Disorder 214
MA Motorist Assist Traffic 233
MC Missing Child (12 and under) Civil 19
MF Miscellaneous/Rubbish Fire Assist 4
MH Mental Health/5150 Disorder 463
MP Missing Person Civil 184
MRSF Multi-Residential Structure Fire Assist 1
MRSF PD Multi-Residential Structure Fire PD Assist 11
NARC Narcotics Complaint Disorder 116
O Other Other 600
P Parker Other 1,370
PC Patrol Check Disorder 464
PROP Found/Lost Property Other 919
PSA Public Service Assist Assist 2
PT Private Party Tow Other 59
REG 11590 or 290 Registrant Other 173
REPO Repossession Other 43
RES Rescue Other 2
RO Restraining Order Violation Crime 196
RV RV Permit Other 22
SC Suspicious Circumstance Disorder 1,768
SCAM Scam Disorder 153
SCAR SCAR Report Other 362
SCH THRE School Threat Disorder 2
SET SET Team Other 4
SEX CRIM Sex Crime Crime 61
SHOTS Shots Heard Disorder 123
SMK Smoke Check Disorder 1
SOLICIT Solicitation/Panhandling Disorder 50
SP Suspicious Person Disorder 1,097
SRO School Resource Officer Other 45
SRSF PD Single Residential Structure Fire PD Assist 49
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Strategic Staffing Assessment Paso Robles Police Department 248
Call Type Description Category Count
SS Subject Stop Disorder 13
SV Suspicious Vehicle Disorder 669
SZ School Zone Disorder 3
TC Traffic Collision Traffic 1,169
TCI Traffic Collision Injury Traffic 310
TCI - F Traffic Collision Injury Fire (page BCs) Traffic 3 TFALL Trip-and-Fall Assist 1
TH Traffic Hazard Traffic 701
THREATS Threats Crime 190
TR Transient-Related Disorder 2,356
TSO Ticket Sign-Off Other 224
TSTOP Traffic Stop Traffic 3
VEHF Vehicle Fire Assist 1
VEHF PD Vehicle Fire PD Assist 61
VEHRLS Vehicle Release Other 31
VF PD Vegetation Fire PD Assist 122
WA Warrant Arrest Assist 6
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Appendix C: Special Events
January and February
First and Third Saturdays (monthly) – Studios on the Park, Art after Dark (downtown) MLK Celebration (Downtown City Park)
March
Rhone Rangers – Wine Festival (PR Event Center)
Spring CRCHA (horse cutting) Classic (PR Event Center)
April
Paso Robles Art in the Park – Art Show (Downtown City Park) SLO County Film Festival – Countywide events
Three Speckled Hens Antique Show (PR Event Center)
May
Olive and Lavender Festival (Downtown City Park)
Paso Robles Wine Festival (PR Event Center)
Firestone Invitational Beer Fest (PR Event Center)
Golden State Classics Car Show (Downtown City Park)
June
Concerts in the Park – Thursday evenings through summer (Downtown City Park) Juneteenth Celebration (Downtown City Park)
Aids Life Cycle Ride/Event (PR Event Center)
July
4th of July Celebration (Barney Schwartz Park)
California Mid-State Fair (PR Event Center)
August
Distillery Trail Weekend (local distilleries)
PCQHA California Championships (PR Event Center)
September
Whale Rock Music and Arts Festival (Castoro Cellers)
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October
Harvest wine month- various events at local wineries
3 Speckled Hens Antique Show (PR Event Center)
SLO Home and Outdoor Show (PR Event Center)
Golden Oak and Honey Pumpkin Festival (Downtown City Park) Mid-State Fair Fall Horse Classic (PR Event Center)
Pioneer Day Parade and Celebration (Downtown City Park – downtown Parade) Downtown Trick or Treat (downtown merchants)
November
Garagiste Wine Festival (PR Event Center)
Warbirds Car Show (Warbirds Museum)
Paderewski Festival (various locations throughout town) The Bovine Classic – cycling event (various locations throughout town) Elegant Evening Downtown – Holiday kickoff event (downtown merchants) Art in the Park (Downtown City Park)
Holiday Tree Lighting (Downtown City Park)
December
Christmas Parade (downtown)
Vine Street Showcase (Vine Street from 8th to 21st)
Mid-State Fair Winter Market (PR Event Center)
New Year’s Celebration and Bonfire (Downtown City Park) Attachment 2
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Appendix D: Table of Figures
Figure 1: Paso Robles City Council Districts.................................................................................. 4 Figure 2: Study Area as Quadrants with Districts......................................................................... 7 Figure 3: Study Area as Operational Beats.................................................................................. 8 Figure 4: PRPD Organizational Chart.......................................................................................... 12 Figure 5: Paso Robles Schools Covered by PRPD School Resource Officers .......................... 17 Figure 6: PRPD Historical Spending............................................................................................. 31 Figure 7: Overtime Expense by Fiscal Year – Activity Detail..................................................... 33 Figure 8: Facilities Rating Scale................................................................................................... 38 Figure 9: Paso Robles Public Safety Center ............................................................................... 39 Figure 10: Property & Evidence Room ....................................................................................... 44 Figure 11: Property & Evidence Room ....................................................................................... 44 Figure 12: Property & Evidence Packaging/Processing Area.................................................. 44 Figure 13: Property & Evidence Packaging/Processing Area.................................................. 44 Figure 14: Property & Evidence Overflow (Secured Garage).................................................. 45 Figure 15: Property & Evidence Overflow (Secured Garage).................................................. 45 Figure 16: Records Division Storage............................................................................................ 45 Figure 17: Records Division Archive Area (Secured Garage) .................................................. 45 Figure 18: Fleet Rating Criteria.................................................................................................... 48 Figure 19: PRPD Frontline Fleet Inventory (2025)........................................................................ 49 Figure 20: PRPD Command Vehicle Inventory (2025)............................................................... 50 Figure 21: PRPD Other Vehicles Inventory (2025) ...................................................................... 51 Figure 22: Patrol Explorer ............................................................................................................. 52 Figure 23: Community Service Officer Truck.............................................................................. 52 Figure 24: Traffic Unit Motorcycle – BMW................................................................................... 52 Figure 25: Polaris ATVs and PJ Trailer .......................................................................................... 52 Figure 26: Honda UTV .................................................................................................................. 53 Figure 27: Pace Trailer – SWAT..................................................................................................... 53 Figure 28: PRPD CAD Datasets, Record Count and Time Period............................................. 87 Figure 29: Community-Generated Demand for Service, Call Locations ................................ 89 Figure 30: Most Frequent Call Types That Occurred Outside Paso Robles.............................. 90 Figure 31: Spatial Distribution of Service Demand in Paso Robles, All Call Types................... 92 Attachment 2
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Figure 32: Community-Generated Calls by Quadrant............................................................. 93 Figure 33: Community-Generated Calls by Call Group in Paso Robles.................................. 93 Figure 34: Most Frequent Community-Generated Call Types in Paso Robles ........................ 94 Figure 35: Spatial Distribution of Community-Generated Alarm Calls in Paso Robles ........... 96 Figure 36: Spatial Distribution of Community-Generated Assist Calls in Paso Robles............. 98 Figure 37: Spatial Distribution of Community-Generated Civil Calls in Paso Robles .............. 99 Figure 38: Spatial Distribution of Community-Generated Crime Calls in Paso Robles ......... 100 Figure 39: Spatial Distribution of Community-Generated Disorder Calls in Paso Robles...... 101 Figure 40: Spatial Distribution of Community-Generated “Other” Calls in Paso Robles...... 103 Figure 41: Spatial Distribution of Community-Generated Traffic Calls in Paso Robles ......... 104 Figure 42: Community-Generated Calls for Service by Call Group and Quadrant............. 105 Figure 43: Community-Generated Calls for Service by Month, All Calls............................... 107 Figure 44: Community-Generated Calls for Service by Month, Alarm Calls......................... 109 Figure 45: Community-Generated Calls for Service by Month, Assist Calls .......................... 110 Figure 46: Community-Generated Calls for Service by Month, Civil Calls............................ 111 Figure 47: Community-Generated Calls for Service by Month, Crime Calls......................... 112 Figure 48: Community-Generated Calls for Service by Month, Disorder Calls..................... 113 Figure 49: Community-Generated Calls for Service by Month, Traffic Calls......................... 114 Figure 50: Community-Generated Calls for Service by Month, Other Calls ......................... 115 Figure 51: Community-Generated Calls for Service Control Chart, All Calls........................ 117 Figure 52: Community-Generated Calls for Service, Control Charts by Call Group............ 118 Figure 53: Community-Generated Calls for Service Heatmap.............................................. 120 Figure 54: Community-Generated Calls for Service by Day of Week ................................... 121 Figure 55: Community-Generated Call Handling by Primary Unit Type................................ 122 Figure 56: Patrol Division Community-Generated Calls for Service by Call Group .............. 123 Figure 57: Patrol Division Community-Generated Calls for Service by Month...................... 124 Figure 58: Patrol Division Community-Generated Demand Control Charts by Call Group 125 Figure 59: Patrol Division Community-Generated Calls for Service Heatmap...................... 127 Figure 60: Patrol Division Community-Generated Calls for Service Heatmaps by Call Group ............................................................................................................................................. 128 Figure 61: Patrol Division Community-Generated Calls for Service by Hour of Day............. 131 Figure 62: Patrol Division Community-Generated Calls for Service by Day of Week........... 132 Figure 63: Patrol Division Community-Generated Calls for Service by Call Type, Top 20.... 133 Attachment 2
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Figure 64: Patrol Division Community-Generated Calls for Service by Call Priority .............. 135 Figure 65: Patrol Division Community-Generated Calls for Service by Priority and District.. 137 Figure 66: Paso Robles, Reference Map.................................................................................. 139 Figure 67: Paso Roble’s Planning Division 2024 Development Plan Update Excerpts.......... 140 Figure 68: Patrol Division, Response Time Dataset................................................................... 143 Figure 69: Patrol Division, Response Time Descriptive Statistics.............................................. 143 Figure 70: Patrol Division, Response Time Distribution in Minutes............................................ 144 Figure 71: Patrol Division, Spatial Distribution of Median Response Times............................. 146 Figure 72: Patrol Division, Response Time Descriptive Statistics by Call Priority ..................... 147 Figure 73: Patrol Division, Response Time Distribution for Priority 1 Calls................................ 148 Figure 74: Patrol Division, Median Response Time by Hour to Priority 1 Calls ........................ 149 Figure 75: Patrol Division, Median Response Time by Day to Priority 1 Calls ......................... 150 Figure 76: Patrol Division, Spatial Distribution of Median Response Times to Priority 1 Calls. 151 Figure 77: Patrol Division, Response Time Distribution for Priority 2 Calls................................ 152 Figure 78: Patrol Division, Median Response Time by Hour to Priority 2 Calls ........................ 153 Figure 79: Patrol Division, Median Response Time by Day to Priority 2 Calls ......................... 154 Figure 80: Patrol Division, Spatial Distribution of Median Response Times, Priority 2 Calls.... 155 Figure 81: Patrol Division, Response Time Distribution for Priority 3 Calls................................ 156 Figure 82: Patrol Division, Median Response Time by Hour to Priority 3 Calls ........................ 158 Figure 83: Patrol Division, Median Response Time by Day to Priority 3 Calls ......................... 159 Figure 84: Patrol Division, Heatmap of Median Response Times, Priority 3 Calls................... 160 Figure 85: Patrol Division, Spatial Distribution of Median Response Times, Priority 3 Calls.... 161 Figure 86: Patrol Division, Box-and-Whisker Plot, Avg. Response Time by Call Priority.......... 163 Figure 87: Patrol Division, Box-and-Whisker Plot, Avg. Response Time by Quadrant............ 164 Figure 88: Patrol Division, Handling Time Dataset.................................................................... 166 Figure 89: Patrol Division, Handling Time Descriptive Statistics............................................... 166 Figure 90: Patrol Division, Handling Time Distribution .............................................................. 167 Figure 91: Patrol Division, Spatial Distribution of Median Handling Times.............................. 168 Figure 92: Patrol Division, Handling Time Descriptive Statistics by Call Priority ...................... 169 Figure 93: Patrol Division, Handling Time Distribution for Priority 1 & 2 Calls .......................... 170 Figure 94: Patrol Division, Median Handling Time by Hour for Priority 1 & 2 Calls.................. 171 Figure 95: Patrol Division, Median Handling Time by Day for Priority 1 & 2 Calls................... 173 Attachment 2
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Figure 96: Patrol Division, Spatial Distribution of Median Handling Time for Priority 1 & 2 Calls ............................................................................................................................................. 174 Figure 97: Patrol Division, Heatmap of Median Handling Time for Priority 1 & 2 Calls.......... 175 Figure 98: Patrol Division, Handling Time Distribution for Priority 3 Calls................................. 176 Figure 99: Patrol Division, Median Handling Time by Hour for Priority 3 Calls ........................ 177 Figure 100: Patrol Division, Median Handling Time by 6-Hour Increments for Priority 3 Calls 178 Figure 101: Patrol Division, Median Handling Time by Day for Priority 3 Calls ....................... 179 Figure 102: Patrol Division, Heatmap of Median Handling Time for Priority 3 Calls............... 180 Figure 103: Patrol Division, Spatial Distribution of Median Handling Time for Priority 3 Calls 181 Figure 104: Patrol Division, Box-and-Whisker Plot, Avg. Handling Time by Call Priority......... 182 Figure 105: Patrol Division, Box-and-Whisker Plot, Avg. Handling Time by Quadrant........... 183 Figure 106: Patrol Division Staffing Requirements, Components............................................ 186 Figure 107: Patrol Division Staffing Requirements, Assumptions............................................. 187 Figure 108: Patrol Division, Community-Generated Service Demand Calculations ............ 188 Figure 109: Total Leave Time Taken by All Operations Personnel .......................................... 189 Figure 110: Estimated Time Worked Away from Patrol per Officer........................................ 190 Figure 111: Net Annual Work Hours Input for Patrol................................................................. 190 Figure 112: Reported Offenses by Month, 2019 to 2023 ......................................................... 194 Figure 113: Reported Offenses by Year, 2019 to 2023 ............................................................ 195 Figure 114: Proportion of Reported Offenses by Category, 2019 to 2023............................. 196 Figure 115: Violent Crime by Year, 2019 to 2023 ..................................................................... 196 Figure 116: Violent Crime by Month, 2019 to 2023.................................................................. 197 Figure 117: Violent Crime Reported in November 2022 ......................................................... 198 Figure 118: Aggravated Assault Control Chart, 2019 to 2023 ................................................ 198 Figure 119: Crime Type as a Proportion of Reported Violent Crimes, 2019 to 2023 ............. 199 Figure 120: Robbery Control Chart, 2019 to 2023.................................................................... 199 Figure 121: Rape, 2019 to 2023 ................................................................................................. 200 Figure 122: Homicide, 2019 to 2023.......................................................................................... 201 Figure 123: Property Crime by Year, 2019 to 2023................................................................... 201 Figure 124: Property Crime by Month, 2019 to 2023................................................................ 202 Figure 125: Arson, 2019 to 2023................................................................................................. 203 Figure 126: Burglary Control Chart, 2019 to 2023 .................................................................... 203 Figure 127: Larceny-Theft Control Chart, 2019 to 2023........................................................... 204 Attachment 2
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Figure 128: Crime Type as a Proportion of Reported Property Crimes, 2019 to 2023 ........... 205 Figure 129: Motor Vehicle Theft Control Chart, 2019 to 2023................................................. 205 Figure 130: Reported Crime and Crime Clearance, 2019 to 2023 ........................................ 208 Figure 131: Baseline Population, Staff, and Community-Generated Calls for Service......... 212 Figure 132: Future Service Demand Projections...................................................................... 213 Figure 133: Paso Robles Population Growth Estimates, 2024 to 2045 .................................... 213 Figure 134: Community-Generated Calls for Service, Future Service Demand ................... 214 Figure 135: Future Service Demand Projections by Position................................................... 215 Figure 136: East-Side Police Facility Location .......................................................................... 224 Figure 137: List of Community-Generated Calls in the RIMS CAD Dataset........................... 245 Attachment 2