City of San Luis Obispo
Specification No. 50200-2020-LS
hours billed and miscellaneous charges and any sub-Contractor invoices, similarly broken down, as supporting detail.
39. Payment. For providing services as specified in this Agreement, City will pay and Contractor shall receive therefore compensation for individual site work in accordance with the prices included in Sections J and K.
40. Contractor Invoices. The Contractor shall deliver a monthly invoice to the City with the name of the contract, the contract specification number. The invoice shall be itemized by site / location and accompanied by required reporting documents.
41. Resolution of Disputes. Any dispute, other than audit, concerning a question of fact arising under this contract that is not disposed of by agreement shall be decided by a committee consisting of the City Contract Manager and the City Director of Public Works, who may consider written or verbal information submitted by the Contractor. Not later than thirty days after receipt of a written decision on any dispute by the City’s Contract Manager, the Contractor may request review by the City Council of unresolved claims or disputes, other than audit, in accordance with Chapter 1.20 Appeals Procedure of the Municipal Code.
Any dispute concerning a question of fact arising under an audit of this contract that is not disposed of by agreement, shall be reviewed by the City’s Public Works Director. Not later than 30 days after issuance of the final audit report, the Contractor may request a review by the City’s Public Works Director of unresolved audit issues. The request for review must be submitted in writing.
Neither the pendency of a dispute, nor its consideration by the City will excuse the Contractor from full and timely performance in accordance with the terms of this contract.
42. CITY'S OBLIGATIONS. For providing the services as specified in this Agreement, City will pay, and Contractor shall receive therefore compensation as awarded by contract.
43. CONTRACTOR/CONSULTANT’S OBLIGATIONS. For and in consideration of the payments and agreements hereinbefore mentioned to be made and performed by City, Contractor agrees with City to do everything required by this Agreement and the said specifications.
44. AMENDMENTS. Any amendment, modification, or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the City Manager. If, at any time during the project, the Contractor is directed to do work by persons other than the City Contract Manager and the Contractor believes that the work is outside of the scope of the original contract, the Contractor shall inform the Contract Manager immediately. If the Contract Manager and Contractor both agree that the work is outside of the work scope and is necessary to the successful completion of the work, then a fee will be established for such work based on Contractor's hourly billing rates or a lump sum price agreed upon between the City and the Contractor. Any extra work performed by Contractor without prior written approval from the City Contract Manager shall be at Contractor's own expense.
45. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated herein by reference, shall constitute the complete agreement between the parties hereto. No oral agreement, understanding or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any such oral agreement, understanding or representation be binding upon the parties hereto.
DocuSign Envelope ID: 0B650A41-247E-4FD2-B536-4EDE46D74BE3
City of San Luis Obispo
Specification No. 50200-2020-LS
46. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage prepaid by registered or certified mail addressed as follows:
City Adam Basden
City of San Luis Obispo
25 Prado Rd
San Luis Obispo, CA 93401
Contractor TENNIS LANDSCAPE
155 Refugio Street
Grover Beach, CA 93433
47. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that everyone executing this agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first above written.
CITY OF SAN LUIS OBISPO:
By:
City Manager
APPROVED AS TO FORM: CONTRACTOR:
By:
City Attorney Name of CAO / President
DocuSign Envelope ID: 0B650A41-247E-4FD2-B536-4EDE46D74BE3
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AMENDMENT TO AGREEMENT
AMENDMENT NO. 1
AGREEMENT TO PROVIDE LANDSCAPE MAINTENANCE SERVICES
SPECIFICATION NO. 50200-2020LS
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on September 1, 2021 by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after referred to as City, and Tennis Landscapes, Inc. hereinafter referred to as Contractor.
WITNESS ETH:
WHEREAS, on February 1, 2021 the City entered into an Agreement with Contractor for Landscape Maintenance Services per Specification No. 50200-2020LS; and WHEREAS, the City desires to amend the agreement to provide weekly Landscape Maintenance Services for the 'the Jack House and Mission Plaza' commencing on September 6, 2021; and WHEREAS, the Contractor has agreed to provide additional weekly Landscape Maintenance Services for the 'the Jack House.' (536 Marsh St.) and 'Mission Plaza' (898 Choro St.). This is a temporary landscape maintenance service, by the Contractor, until the City hires a permanent fulltime employee due to the loss of a fulltime employee.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:
I. The scope of services and related compensation is hereby amended as set forth in Exhibit 'A' attached hereto.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above.
CITY OF SAN LUIS OBISPO
By: ttJtk--=
Matt Hom, Public Works Director
CONTRACTOR
�;��a�i "
af,\ iv------
Amendment 1
Exhibit 'A'
The Jack House
536 Marsh St.
&
Mission Plaza
898 Chorro St.
1). Trim shrubs and ground cover as needed.
2). Eradicate broadleaf and grassy weeds on a weekly basis around walkways, bridges, buildings, turf, and planters both sides of the creek.
3). Blow both sides of the creek - sidewalks, remove trash & debris along sidewalks/pathways & bridges on a weekly basis.
4). Fertilize shrubs and turf as needed.
5). Mow turf lawns, trim turf edges and line trim turf on a weekly basis. 6). When spraying herbicides/pesticides make sure chemicals do not wash into creek. 7). Provide irrigation checks and make irrigation repairs in a timely manner.
Tennis Landscape Services will follow the present Agreement Contract:
Service Level 2 per Landscape Contract Maintenance - Specification 50200-2020LS:
High Level Maintenance associated with well-developed public areas, malls, & government grounds. (Weekly)
The amount to provide the landscape services is $2,300.00 per month.
Jack House $640.00 per month.
Mission Plaza $1,660.00 per month.
TOTAL $2,300.00/month
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
GROVER BEACH, CA. 93433
PROPOSAL FOR
City ofSLO
Accts Payable Department
990 Palm Street
PROPOSAL
DA TE PROPOSA ...
9/1/2021 911123
San Luis Obispo, CA 93401
P0#608735 TERMS DUE DATE PROJECT
DESCRIPTION
THE JACK HOUSE 536 MARSH ST & MISSION PLAZA 898 CHORRO ST 1). TRIM SHRUBS AND GROUND COVER AS NEEDED
2). ERADICATE BROAD LEAF AND GRASSY WEEDS ON A WEEKLY BASIS
AROUND WALKWAYS, BRIDGES, BUILDING, TURF AND PLANTERS BOTH
SIDES OF THE CREEK
3). BLOW SIDES OF THE CREEK - SIDEWALKS, REMOVE TRASH & DEBRIS
ALONG SIDEW ALKS/P ATHWA YS & BRIDGES ON A WEEKLY BASIS 4). FERTILIZE SHRUBS AND TURF AS NEEDED.
5). MOW TURF LAWNS, TRIM TURF EDGED AND LINE TRIM TURF ON
WEEKLY BASIS
6). WHEN SPRAYING HERBICIDES/PESTICIDES MAKE SURE CHEMICAL DO
NOT WASH INTO CREEK
7). PROVIDE IRRIGATION CHECKS AND MAKE IRRIGATION REPAIRS IN A
TIMELY MANNER
9/1/2021
TENNIS LANDSCAPE SERVICES WILL FOLLOW THE PRESENT AGREEMENT CONTACT:
SER VICE LEVEL 2 PER LANDSCAPE CONTRACT MAINTENANCESPECIFICA TION 50200-2020LS:
HIGH LEVEL MAINTENANCE ASSOCIATED WITH WELL-DEVELOPED
PUBLIC AREAS, MALLS & GOVERNMENT GROUNDS. (WEEKLY)
THE AMOUNT TO PROVIDE THE LANDSCAPE SERVICES IS $2,300.00 PER MONTH
CONTACT NAME:JESUS SARABIA, SUPERVISOR
me�JJ(N{JNml!lRB30$6®1000411ER MONTH
TOTAL
2,300.00
TOTAL
AMENDMENT TO AGREEMENT
AMENDMENT NO. 4
AGREEMENT TO PROVIDE LANDSCAPE MAINTENANCE SERVICES
SPECIFICATION NO. 50200-2020LS
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on April 27, 2022 by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after referred to as City, and Tennis Landscapes, Inc. hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on May 1, 2022 the City entered into an Agreement with Contractor for Landscape Maintenance Services per Specification No. 50200-2020LS; and
WHEREAS, the City desires to amend the agreement to provide bi-weekly Landscape Maintenance Services for maintaining center medians on Froom Ranch Way and Dalidio Dr. a total of 10 medians.
WHEREAS, the Contractor has agreed to provide additional bi-weekly Landscape Maintenance Services for maintaining center medians on Froom Ranch Way and Dalidio Dr. a total of 10 medians. This is an ongoing landscape maintenance service, by the Contractor until both parties agree to terminate the services with a 30 day notice.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:
I. The scope of services and related compensation is hereby amended as set forth in Exhibit 'A' attached hereto.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above.
::�WJl;O CONTRACTOR
�Y:s:UY\ �G,b1b(
Matt Hom, Director of Public Works Tennis Landscape, Inc.
Amendment # 4
EXHIBIT 'A'
San Luis Ranch Medians
Froom Ranch Way and Dalido Dr. Medians
1 ). Remove Trash and debris in medians
2). Remove dead branches on shrubs
3) Eradicate broadleafs and grassy weeds in shrub medians 4) Trim shrubs
5) Eradicate gophers on a continual basis.
6) Check irrigation system and make repairs as needed
Tennis Landscape will provide Labor and replace broken or missing drip emitters, and drip line irrigation repairs at no costs to the City. Tennis Landscape will be responsible for replacement of irrigation drip line and emitters repairs as per the Landscape Contract Specification No. 50200- 2020LS with the City of San Luis Obispo.
7) Tennis Landscape will follow the present Agreement Contract Specification No., 50200-2020LS - Service Level 4.
MONTHLY TOTAL $960.00
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
GROVER BEACH, CA. 93433
PROPOSAL FOR
City ofSLO
Accts Payable Department
990 Palm Street
San Luis Obispo, CA 93401
P0#608735 TERMS
DESCRIPTION
This proposal is for the San Luis Ranch Medians on both Froom Ranch Way and Dalidio Dr.
This includes three medians and one round-about median on Dalidio Dr. from Madonna Rd. to Froom Ranch Way. And four medians and two round-abouts on Froom Ranch Way from the Froom Ranch Way Bridge to Dalidio Dr.
WE APPRECIATE YOUR BUSINESS
PROPOSAL
DATE PROPOSA. ..
4/5/2022 911148
DUE DATE PROJECT
4/5/2022
TOTAL
960.00
TOTAL $960.00
AMENDMENT TO AGREEMENT
AMENDMENT NO. 5
AGREEMENT TO PROVIDE LANDSCAPE MAINTENANCE SERVICES
SPECIFICATION NO. 50200-2020LS
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on July 7. 2022 by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after referred to as City, and Tennis Landscapes, Inc. hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on February I, 202 I, the City entered into an Agreement with Contractor for Landscape Maintenance Services per Specification No. 50200-2020LS; and WHEREAS, the City desires to amend the term of this Agreement to provide Landscape Maintenance Services for Sinsheimer Park (906 Sherwood) and Johnson Park (1020 Southwood) commencing on July 18, 2022 and
WHEREAS, the Contractor has agreed to additional weekly Landscape Maintenance Services for the Sinsheimer Park (90(9) and Johnson Park ( 1020 Southwood). This is a temporary landscape maintenance service, by the Contractor until the full-time employee returns from leave of absence.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:
1. The scope of services and related compensation is hereby amended as set forth in Exhibit 'A' attached hereto.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above:
CONTRACTOR:
�
Tennis
__e>-v
Landscape,
��
Inc.
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
,-�\GROVER BEACH, CA. 93433
PROPOSAL FOR
City ofSLO
Accounts Payable Dept.
990 Palm Street
San Luis Obispo, CA 93401 TERMS
DESCRIPTION
This proposal is for property located at Johnson Park Monthly maintenance.
Mowing, edging, blowing, rodent control, repair irrigation heads after initial G repair,trash removal on weekly basis
Ph:805 431-7063/Fax:805 4 73-5868
E-MAIL:[email protected]
PROPOSAL
DATE PRO POSA ...
7/28/2017 785
DUE DATE PROJECT
7/28/2017
TOTAL
1,750.00
TOTAL $1,750.00
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
'�pROVER BEACH, CA. 93433
PROPOSAL FOR
CITY OF SN LUIS OBISP
25 PRADO RD
(ATTN: BRIAN BASSLER)
(805) 542-9868
SN LUIS OBISPO, CA 93401
DESCRIPTION
Proposal city of slo sinsheimer park
TERMS
PROPOSAL
DATE PROPOSA ...
9/19/2018 823
DUE DATE PROJECT
9/19/2018
TOTAL
3,000.00
Mow edg,;1 blow trim shrubs eradicate ghophers trim weeds around trees & fence line weekly basis.
ix broken heads.
Monthly maintenance.$3000.00
Note.city provide sprinkler during initial irrigation check.
Contractor responsible after irrigation check.
Ph:805 431-7063/Fax:805 473-5868
E-MAIL: Tenni [email protected] TOTAL $3,000.00
AMENDMENT TO AGREEMENT
AMENDMENT NO. 6
AGREEMENT TO PROVIDE LANDSCAPE MAINTENANCE SERVICES
SPECIFICATION NO. 50200-2020LS
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on September 13, 2022 by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after referred to as City, and Tennis Landscapes, Inc. hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on February 1, 2022 the City entered into an Agreement with Contractor for Landscape Maintenance Services per Specification No. 50200-2020LS; and WHEREAS, the City desires to amend the agreement to provide weekly Landscape Maintenance Services for Laguna Hills Park (925 San Adriano) and Laguna Lake Park (548 Madonna) commencing on September 19, 2022;and
WHEREAS, the Contractor has agreed to provide additional weekly Landscape Maintenance Services for the Laguna Hills Park (925 San Adriano) and Laguna Lake Park (548 Madonna). This is a temporary landscape maintenance service, by the Contractor until the pennanent fulltime employee position is filled.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:
1. The scope of services and related compensation is hereby amended as set forth in Exhibit 'A' attached hereto.
2. All other tenns and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above.
CITY OF SAN LUIS OBISPO
By: !f_.lC11
Matt Hom, Director of Public Works
CONTRACTOR �
By�--4t'i�,1 ?""-------"-' 7 _;fZ--___ _
Tennis Landscapes, Inc.
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
GROVER BEACH, CA. 93433
PROPOSAL FOR
City of SLO
Accts Payable Department
990 Palm Street
PROPOSAL
DATE PROPOSA. ..
9/13/2022 911166
San Luis Obispo, CA 93401
P0#608735 TERMS DUE DATE PROJECT
DESCRIPTION
LAGUNA HILLS PARK 925 ADRIANO CT.
1). Mow & edge turf on a weekly basis
2). Remove dead shrubs
3) Eradicate broadleafs and grassy weeds in shrub planters 4) Trim shrubs
5) Eradicate gophers on a continual basis.
6) Check irrigation system and make repairs as needed
NOTE: City of San Luis Obispo will provide parts for any missing or broken
heads found in the initial irrigation check(one time only). Tennis Landscape
at
will provide Labor and replace broken or missing heads/irrigation repairs no costs to the City.
After initial irrigation repairs, Tennis Landscape will be responsible for replacement of irrigation heads and repairs as per the Landscape Contract Specification No. 50200-2014LS with the City of San Luis Obispo. 7) Tennis Landscape will follow the present Agreement Contract Specification
No., 50200-2014LS - Service Level 2.
Ph:805-264-0242
E-MAIL:[email protected]
9/13/2022
TOTAL
2,400.00
TOTAL $2,400.00
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
GROVER BEACH, CA. 93433
PROPOSAL FOR
City of SLO
Accts Payable Department
990 Palm Street
PROPOSAL
DATE PROPOSA. ..
9/13/2022 911167
San Luis Obispo, CA 93401
P0#608735 TERMS DUE DATE PROJECT
DESCRIPTION
Laguna Lake Park (504 Madonna Rd.) Monthly service
broken
1 ). Mow & edge turf on a weekly basis
2). Remove dead shrubs
3) Eradicate broadleafs and grassy weeds in shrub planters & along paved areas within the Park's boundary parking lots/barriers. 4) Trim shrubs
5) Check irrigation system and make repairs as needed
NOTE: City of San Luis Obispo will provide parts for any missing or heads found in the initial irrigation check (one time only). Tennis Landscape
will provide Labor and replace or missing heads/irrigation repairs at no costs to the City.
After initial irrigation repairs, Tennis Landscape will be responsible for replacement of irrigation heads and repairs as per the Landscape Contract Specification No. 50200-2014LS with the City of San Luis Obispo. 6) Tennis Landscape will follow the present Agreement Contract Specification
No., 50200-2014LS - Service Level 2.
Ph:805-264-0242
E-MAIL:[email protected]
9/13/2022
TOTAL
2,100.00
TOTAL $2,100.00
EXHIBIT 'A'
Laguna Hills Park
(925 Adriano Ct.)
Amendment# 6
1 ). Mow & edge turf on a weekly basis
2). Remove dead shrubs
3) Eradicate broadleafs and grassy weeds in shrub planters 4) Trim shrubs
5) Eradicate gophers on a continual basis.
6) Check irrigation system and make repairs as needed
NOTE: City of San Luis Obispo will provide parts for any missing or broken heads found in the initial irrigation check(one time only). Tennis Landscape will provide Labor and replace broken or missing heads/irrigation repairs at no costs to the City.
After initial irrigation repairs, Tennis Landscape will be responsible for · replacement of irrigation heads and repairs as per the Landscape Contract Specification No. 50200-2014LS with the City of San Luis Obispo. 7) · Tennis Landscape will follow the present Agreement Contract Specification No., 50200-2014LS - Service Level 2.
The amount to provide the landscape services is $2400.00/month.
Laguna Lake Park
(504 Madonna Rd.)
1). Mow & edge turf on a weekly basis
2). Remove dead shrubs
3) Eradicate broadleafs and grassy weeds in shrub planters & along paved areas within the Park's boundry parking lots/barriers.
4) Trim shrubs
5) Check irrigation system and make repairs as needed
NOTE: City of San Lufs Obispo will provide parts for any missing or broken heads found in the initial irrigation check (one time only). Tennis Landscape will provide Labor and replace or missing heads/irrigation repairs at no costs to the City.
After initial irrigation repairs, Tennis Landscape will be responsible for replacement of irrigation heads and repairs as per the Landscape Contract Specification No. 50200-2014LS with the City of San Luis Obispo. 6) Tennis Landscape will follow the present Agreement Contract Specification No., 50200-2014LS - Service Level 2.
The amount to provide the landscape services1s $T11JITTJO/monfi;;c:cc---====:c=========c=:-
AMENDMENT TO AGREEMENT
AMENDMENT NO. 7
AGREEMENT TO PROVIDE LANDSCAPE MATI\/TENANCE SERVICES
SPECIFICATION NO. 50200-2020LS
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on March 23, 2023 by and between the CITY OF SAN LUIS OBJSPO, a municipal corporation, herein after referred to as City, and Tennis Landscapes, Inc. hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on April 1, 2023 the City entered into an Agreement with Contractor for Landscape Maintenance Services per Specification No. 50200-2020LS; and WHEREAS, the City desires to amend the agreement to provide weekly Landscape Maintenance Services for maintaining center medians, basins and parkways at Avila Ranch TR# 3089 on VacheJI Ln., Venture Dr. and Earthwood Ln.
WHEREAS, the Contractor has agreed to provide additional bi-weekly Landscape Maintenance Services for maintaining center medians, basins and parkways on at Avila Ranch TR# 3089 on VacheJI Ln., Venture Dr. and Earthwood Ln.
. This is an ongoing landscape maintenance service, by the Contractor until both parties agree to terminate the services with a 30 day notice.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:
I. The scope of services and related compensation is hereby amended as set forth in Exhibit 'A' attached hereto.
2. AJI other terms and conditions of the Agreement remain in fu]l force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above.
Matt Hom, Director of Public Works
CONTRACTOR /j
By:� e7")::, L,.�---
Tennis Landscape, Inc.
Exhibit 'A'
EXHIBIT A TO AGREEMENT: SCOPE OF WORK AND SERVICE LEVELS
DETAILED DESCRIPTION OF WORK
1. Litter Control.
City of San Luis Obispo
Specification No. 50200-2020-LS
Ground Litter. The Contractor shall pick up litter as encountered during scheduled visits to the locations listed In Contract Proposal, taking particular care to remove fecal matter from turf areas and from areas that are highly traveled and highly visible, including parking lots.
Posted Material. The Contractor shall remove all posters, flyers, signs, and advertisements including staples, tacks, nails, and tape that are attached to trees, poles, and any other structures.
Disposal of Gathered Utter and Material. Disposal of collected litter shall be at the Contractor's expense and not deposited in site garbage cans and dumpsters. The City shall remove trash from site garbage cans unless otherwise specified.
2. Walkway Maintenance.
Utter Control. The Contractor shall remove all trash, weeds, and foreign objects from walkway surfaces as established for each Service Level. The Contractor shall then remove all trash, weeds and foreign objects from the site.
Blow Pack Use. In the downtown area, blow packs may be used between 7:00 AM and 10:00 AM. In residential areas blow packs may be used between 8:00 AM and 5:00 PM. All litter swept with a blow pack shall be picked up and removed from the site. Because of Inherent noise and dust problems, the Contractor shall display courtesy and consideration towards citizens and businesses whenever a blow pack is used and shut down or direct blowing away from pedestrians. The City prefers the use of battery powered blowers when feasible.
Washing. Washing walkways shall not be pennltted unless specifically authorized by the City's Contract Manager and undertaken with proper controls to prevent pollution of stonnwater.
Pruning. In addition to the specified scheduled pruning, the Contractor shall prune trees, shrubs and groundcovers whenever necessary to keep walkways clear and to maintain pedestrian safety.
Eguipment Pads. Equipment pads shall receive the same maintenance as walkways.
3. Irrigation.
Manual Irrigation. The Contractor shall manually irrigate vegetation as required to maintain proper plant growth. This manual irrigation shall Include watering with hoses, hose bibs, quick couplers, nozzles, and sprinklers furnished by the Contractor. Manual irrigation may be required in addition to, In conjunction with, or in the absence of automatic irrigation. The Contractor shall irrigate at times of the day that shall ensure maximum plant health and minimum Inconvenience for people using the area. The Contractor shall avoid water runoff onto roadways, walkways and other hard surfaces. Recycled water shall be prevented from landing on picnic tables and drinking fountains.
Schedules. On January 1, April 1, July 1, and October 1 of each year, the Contractor shall submit a proposed irrigation time of day schedule-for all areas for the next 3 months. This schedule fonn will be provided by the city and the schedule must be approved by the City's Contract Manager.
Automatic Irrigation. The Contractor shall operate all automatic irrigation systems. Automatic irrigation shall nomially take place during night or earty morning hours. The Contractor shall program automatic controllers for seasonal water requirements.
During periods of rain, the contractor shall deactivate all automatic programming and go into "rain shut down.",. The contractor shall notify the City when "rain shut down" is both activated and deactivated. Failure to activate "rain shut down" during rainy weather will result in the contractor being liable fo rthe cost of water used, per location, during rainy periods.
If plant material dies due to inadequate water or over watering, the Contractor shall replace all dead plant material within 3 weeks of written notification, at no cost to the City. -22-
Exhibit 'A' City of San Luis Obispo
Specification No. 50200-2020-LS
Irrigation System Inspection and Repair. The contractor shall maintain all irrigation systems in proper adjustment to avoid water runoff or overspray onto adjacent properties, roadways, walkways and other hard surfaces.
The Contractor shall perform monthly irrigation system-inspections by turning the system on, checking for leaks, overspray and other coverage issues, and making necessary adjustments and repairs. The Contractor shall notify the City of the Inspection and submit an irrigation report the first of every month during the irrigation season.
The contractor is responsible for repairs and replacements from the lateral line up, including swing-joints, risers, irrigation heads, drip emitters, and tubing. The City shall be responsible for any other irrigation system repairs.
The Contractor shall report any irrigatlon problems that are the City's responsibility, to the City as soon as noted, particularly any repairs needed for irrigation controllers, or improper coverage that could lead to plant dea1h or site runoff. The Contractor shall manually irrigate an area as needed whlle an Irrigation controller is being repaired. Before fertilization the Contractor shall check each automatic irrigation system for proper operation and adjustment.
Non-Potable (recycled) water trajning. Worker safety training is required for all workers working in identified areas that use non-potable (recycled) water. The training will be provided by the city and scheduled once the reclaimed systems are operable.
Water Conservation. All irrigation schedules shall comply with any watering restrictions imposed by the City of San Luis Obispo utilities Department during drought conditions. When the Utilities Department has Imposed watering restrictions, the Contractor shall consult with the City's Contract Manager to determine the best allocation of available water, considering plant species, time of year, location, and other environmental factors. Each month the Contractor shall monitor the effects of manual irrigation. During periods of officially declared water use restrictions, the Contractor shall report each month the amount of water used at each work location. Failure to comply with any mandatory restrictions may result in the contractor being liable for the cost of water used per location.
4. Disease and Pest Control.
Protection of Vegetation and the Public. The Contractor shall control and eliminate weeds, insects, rodents, and diseases that harm vegetation. In performing this pest control work, the Contractor shall use only materials and methods that will not harm the vegetation or the public. The City strongly encourages the use of Integrated Pest Management concepts in all parks.
Application Plan. The Contractor shall provide a application plan to the City's Contract Manager for approval. This plan shall include the disease or pest to be treated, the type and name of the product proposed to be used and copies of both the product label and Material Safety Data Sheet (MSDS}.
Following any pesticide application, the-Contractor shall submit to the City's Contract Manager on the first of the month a copy of all pesticide use reports identifying the type and brand name of the chemical, the date, rate and specific location of application.
PesticldeAppllcatlon Licenses and Peanlts. The Contractor and its employees and subcontractors shall have and maintain all required permits and licenses required by the State of California before applying any pesticide.
Pesticide Acceptability. Any pesticide used shall be selected from the list approved by the State of California Department of Pesticide Regulations. Restricted materials may only be used with approval from the City and a permit issued by the San Luis Obispo County Agricultural Commissioner.
Rodent Traps. The Contractor shall not use rodent traps without prior written approval from the City's Contract Manager for the location and type of trap to be used. Traps will not be allowed in any area where children could be expected to play.
5. Turf Maintenance.
Mowing. The Contractor shall mow all turf areas at the locations and frequencies established for each Service Level. Toe Contractor shall mow turt in a wortmanlike manner that ensures a smooth surtace without scalping or leaving excessive cuttings. All mowing equipment shall be adjusted to the proper cutting -23-
Exhibit 'A' City of San Luis Obispo
Specification No. 50200-2020-LS
heights and sharpened adequately. Mowing height shall be two inches for all turf areas, unless otherwise specified by the City's Contract Manager for special events and other conditions. Immediately before each mowing, the Contractor shall remove all litter and trash from turf areas. Immediately after each mowing, the Contractor shall clean all adjacent walkways.
Mechanical Edging. The Contractor shall mechanically edge all turf areas. The Contractor shall edge all turf borders to leave a neat, unifonn line and eliminate all grass Invasion into adjacent areas. The Contractor shall also edge around other obstacles within turf areas to leave a neat, well-trimmed appearance and to allow optimum operation of sprinkler heads. When using string trimmers the Contractor shall take care to protect trees and shrubs from damage. Power edgers with rigid blades shall leave a well-<:lefined v-shaped edge that extends into the soil.
Chemical Edging and Detailjng. With approval from the City's Contract Manager the Contractor may apply edging chemicals around areas such as planters, building walls, trees, fence lines, and sprinkler heads.
Before applying chemicals, the Contractor shall trim all areas to the proper height.
Fertilizing. The Contractor shall f ertllize all turf areas as specified for each Service Level, except at Identified areas that use recycled water, where no fertlli.2.atlon will be required. Application dates shall be approved by the City's Contract Manager. Following application, fertilizer shall be thoroughly watered into the sell within 24 hours. The Contractor shall notify the City's Contract Manager via the submitted monthly schedule a minimum of one week before a fertilizer application.
The turf fertilizer shall be a complete fertilizer with a ratio of 4-1-2. The Contractor shall evenly broadcast the fertilizer at a minimum rate of one pound actual available nitrogen per 1,000 square feet of turf area per application. Any fertlllzer landing outside the turf area shall be swept up and removed. The Contractor shall submit to the City written documentation of the quantities of fertilizer applied at each specified work location.
Seed I Sod. Seed or sod replacement for bare areas shall be perennial rye grass or match surrounding turf.
Weed Control. The Contractor may apply selective herbicides. The Contractor shall also perfonn any additional weeding necessary to keep the turf free of weeds. This additional weeding may be perfonned by hand or by using selective herbicides.
6. Groundcover Maintenance.
Edging. The Contractor shall edge all ground cover areas as specified for each Service Level. The primary purpose for edging the ground cover is to prevent It from growing onto walkways, road ways, hard surfaces, fences, and walls. The Contractor shall not use chemical edging methods without prior approval from the City's Contract Manager.
Fertilizing. The Contractor shall fertilize all ground cover areas as specified for each Service Level.
Following application, fertilizer shall be thoroughly watered into the soil within 24 hours. The Contractor shall notify the City's Contract Manager via the submitted monthly schedule a minimum of one week before a fertilizer application.
The ground cover fertilizer shall be a complete balanced low release fertilizer with a ratio of 12-12-12. The Contractor shall evenly broadcast the fertilizer at a minimum rate of ten pounds per 1,000 square feet of ground cover area per application. Any fertilizer landing outside the ground cover area shall be swept up and removed. The Contractor shall submit to the City written documentation of the quantities of fertilizer applied at each specified work location.
Weed Control. The Contractor shall maintain groundcover areas in a weed free condition. This weeding may be performed by hand or by using selective herbicides.
7. Shrub Maintenance
Pruning. The Contractor shall prune all shrubbery at the locations as specified for each Service Level. The primary purpose for pruning the shrubbery shall be to encourage healthy and attractive growth accord Ing to prescribed industry practices. Such pruning shall encourage the graceful, natural growth of the shrub and shall maintain plant health through removal of dead, diseased, or injured wood. The secondary purpose for pruning the shrubbery shall be to prevent It from growing onto walkways, road ways, and other hard surfaces. 'vhere the pacified runin frequen y is two times per year, the shrubs shall be pruned in the spring and fall. When required, the Contractor shall remove dead shrubbery. -24-
Exhibit 'A'
City of San Luis Obispo
Specification No. 50200-2020-LS
Fertilizing. The Contractor shall f ertllize all shrub areas at the locations as specified for each Service Level..
Where the specified fertilizing frequency is twice a year, the shrubs shall be fertilized in April and September.
Where the specified frequency is other than twice a year, the application dates shall be approved by the City's Contract Manager. Immediately following application, fertilizer shall be thoroughly watered Into the soil. The Contractor shall notify the City's Contract Manager one week before a fertilizer application. The shrub fertilizer shall be a complete balanced low release fertilizer with a ratio of 12-12-12. The Contractor shall evenly broadcast the fertilizer at a minimum rate of ten pounds per 1,000 square feet of shrub bed area per application. The Contractor shall submit to the City written documentation of the quantities of fertilizer applied at each specified work location.
Weed Control. The Contractor shall maintain all shrub beds in a weed free condition. At a minimum, the contractor shall perfonn weeding at the locations as specified for each Service level. This weeding may be perfonned by hand or by using selective herbicides. When weeding Is completed, the Contractor shall rake the shrub beds clear of all leaves and debris.
8. Tree Maintenance.
Pruning. The only purposes for pruning the trees shall be to maintain proper pedestrian clearances and to ramove suckers. The Contractor shall not make structural changes to the trees. Toe Contractor shall report the need for any additional pruning to the City's Contract Manager.
Staking. The Contractor shall make minor staking repairs to all trees as required. Minor repairs shall include replacing or repairing ties, and refastening boards and braces. The Contractor shall report the need for more extensive repairs to the City's Contract Manager.
9. Miscellaneous Weed Control.
The Contractor shall maintain all fence lines, light standard bases, tree wells, buildings, walls. sidewalks, curbs, gutters, asphalt benns. parking lots, signs structures, and equipment pads etc. in a weed free condition. Al/non-landscaped areas shall be weed free. Herbicides used for weed control must have prior approval from the City's Contract Manager. The contractor shall perform all annual weed abatement in late May or as required by the San Luis Obispo Fire Department.
10. Drinking Fountain Maintenance.
The Contractor shall clean, scrub and disinfect all drinking fountains at the locations as specified for each Service Level.
11. Site Inspection and Reporting.
Review entire site on each occasion that a site visit is made for any reason. Report any problems, includ Ing irrigation, damage, graffiti or user issues, the same day by email, or phone if immediate repairs are needed. -25-
Exhibit 'A'
SERVICE LEVELS
Level 2: High Level Maintenance associated with well-developed public areas, malls, government grounds. Weekly
Walkway and Turf Maintenance: Perform all aspects of walkway and mowing and edging work of turf maintenance once every five working days.
Aeration: Complete aeration routinely to maintain vigorous turf but not less then two times per year.
Reseeding I sod: Reseed or install sod in bare spots for areas larger than 4 square feet.
Fertilizer. Apply adequate fertilizer to ensure all plants are healthy and growing vigorously. Amount depends on species, length of growing season, soils and rainfall. Rates should correspond to at least the lowest recommended rates. Distribution should ensure an even supply of nutrients for the entire year. Trees, shrubs, turf and flowers should receive fertilizer levels to ensure optimum growth.
Weed Control: Weed control practiced when weeds represent more than 5% of the turf area.
Litter Control: Complete all aspects of Litter Control, at minimum, 3-5 days per week as needed so high use areas are clean. Collect litter in landscaped areas and along any property fences.
Tree, Shrub and Groundcover Majntenance; Complete all aspects of tree, shrub and groundcover maintenance for health, safety, and to maintain a neat, well maintained appearance, and maintain walkway and other clearances. Sculpted hedges or high growth species may dictate a more frequent requirement than most trees and shrubs in natural growth plantings.
Disease and Pest Control: Disease and pest control shall be performed as needed to prevent loss or disfiguralion of vegetation.
Surfaces: All surfaces are to be maintained in a clean condition. Surfaces are walkways, sidewalks, stairs, tops of planters, etc.
AMENDMENT TO AGREEMENT NO. 8 – CPI 2024-25
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on __________, by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and Tennis Landscape, Inc., hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on February 22, 2021, the City entered into an agreement with Contractor for landscaping services, (the “Agreement”); and
WHEREAS, the City and Contractor desire to amend the Agreement to adjust pricing for the term of July 1, 2024 to June 30, 2025 to increase pricing based on the Consumer Price Index for the Los Angeles region. The CPI adjustment for the term is 3.9% for the services attached in Exhibit A.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:
1. The Agreement is hereby amended as set forth in Exhibit A.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above.
CITY OF SAN LUIS OBISPO
__________________________
CONTRACTOR
_____________________________________
Contractor
AMENDMENTTO AGREEMENT NO. 9
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on _______________ by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and Tennis Landscape Inc., hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on February 22, 2021, the City entered into an agreement with Contractor for Landscape Services, and
WHEREAS, the City and Contractor desire to amend the contract as set for in Exhibit A.
NOW THEREFORE, in consideration of their mutual promises, obligations, and covenants hereinafter contained, the parties hereto agree as follows:
1. The agreement is amended to include the services set forth in Exhibit A.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above.
CITY OF SAN LUIS OBISPO
City Manager
CONTRACTOR
Contractor
EXIBIT 'A'
Landscape Maintenance at Broad St. Medians
Contractor to Provide Landscape Maintenance services at 2 small medians on Broad St. by Damon Garcia Sports Park:
1. Eradicate Weeds
2. Pick up trash and debris in medians
3. Eradicate gophers
4. Trim Shrubs and grasses.
5. Monitor irrigation and make necessary repairs. Note: irrigation valve is tied to the Damon Garcia Sports Park controller.
6. Clean curb & gutters.
7. Adjust and re-stake trees in medians as necessary.
Total $140.00 per month
TENNIS LANDSCAPE CORP
1155 REFUGIO ST.
GROVER BEACH, CA. 93433
PROPOSAL FOR
CityofSLO
Accts Payable Department
990 Palm Street
San Luis Obispo, CA 93401 TERMS
DESCRIPTION
THIS PROPOSAL IS FOR THE PROPERTY ON BROAD STREET SAN LUIS OBISPO
Provide by weekly maintenance at 2 islands on broad street locate at Damon Garcia For amount .$140. 00 per month
CONT ACT NAME:JESUS SARABIA, SUPERVISOR
PHONE NUMBER:805 431-7047
PROPOSAL
DATE PROPOSA ...
9/9/2024 911239
DUE DATE PROJECT
9/9/2024
TOTAL
140.00
TOTAL $140.00
City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: January 14, 2025
TO: Mayor and Council
FROM: Rick Scott, Chief of Police
Prepared By: Brian Amoroso, Deputy Chief of Police
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM 7A - PRESENT THE 2024 POLICE DEPARTMENT STAFFING STUDY
Staff received the following questions, regarding the 2024 Police Department Staffing Study. The questions are below with staff’s response shown in italics:
1) Page 236 mentions a “real-time crime prevention program.” What is this? Can you tell me a bit more about what that means and how it differs from our current practices?
A real-time crime prevention program utilizes an analyst to aggregate available data from numerous sources, including call details, call history, video from public cameras, open-source internet searches and drone-as-a-first-responder technology to provide critical information to officers in the field, in “real-time”, as they are responding to in-progress calls for service. This is different from a “Crime Analyst” who looks at historical data, trends, and long-term strategies. 2) The property crime rate is reported to be higher than peer communities (see page 262). Why is this the case? Do we have disaggregated data that gives more specific insight?
The annual crime statistics are reported to the Department of Justice each year.
These crime statistics (referred to as Part 1 Crimes) are reported by crime in the department’s annual report. The City of San Luis Obispo has typically exceeded the property and violent crime rates in comparison to the state-wide average by population. We believe this higher average is due to the impact of increased daily and seasonal populations in the city, not counted or reflected in our census numbers (mainly college students and tourism). The City of San Luis Obispo has seen large decreases in crime over the past few years (24% overall part 1 crime decrease in 2023 from 2022).
Item 7a. 2024 Police Department Staffing Study Page 2
3) One of the recommendations suggests that we should “require more department influence on timing and selection of vehicles, especially nonhybrid vehicles. Can you explain more clearly what is meant by this recommendation?
The COVID-19 pandemic resulted in significant delays in ordering, receiving and upfitting new police vehicles. The staffing study recognized the impacts of these delays on the PD fleet. The Police Department partners with the Fleet Division within Public Works to order and upfit vehicles. Based on the significant delays seen in prior years, the recommendation was made to further communication and planning efforts with Fleet for new vehicles, especially related to potential purchases of alternative patrol vehicles including fully electric vehicles, as the viability of Electric Vehicle’s for patrol officers is still being tested (available charging infrastructure, charge times, mileage estimates and performance characteristics).
4) What is the difference between larceny and robbery? They are tracked differently in the data tables, but seem similar.
Larceny is generally referring to any theft (an example is someone stealing items from an unlocked vehicle). A robbery is defined as the taking of property from another person by force or fear (an example is someone taking the purse from another by ripping it off their shoulder).
5) Recommendation 53 on page 342 discusses the creation of a cadet program to help with front desk, records assistance and other duties. What is the department’s view of this recommendation?
The Department is very interested in starting a cadet program as a means to introduce new potential employees to the career opportunities available in policing, while providing additional personnel to less sensitive tasks. 6) Can you clarify what is meant by creating a senior officer program that has supervisory training and responsibility and explain how that is different than how our current senior officer role works?
The department currently has a defined Senior Police Officer (SPO) program that is codified in the Police Officers Association Memorandum of Understanding with the City. The current program awards a final pay step to those meeting criteria for experience, education and specialty service. The CPSM recommendation was to look at expanding the SPO role, or creating a Corporal rank, to fulfill lower-level supervisory duties and add additional career development opportunities within the department. The department has worked with the POA in the past to evaluate the viability of a Corporal program, but implementation was forecast to be difficult with current staffing levels.
Item 7a. 2024 Police Department Staffing Study Page 3
7) Commentary on the duties assigned to CSOs shows up in a couple of sections. How would you describe the way duties are currently assigned to CSOs? Do you feel that the department has a clear vision for how it would like to utilize CSOs?
The duties of Community Services Officers (CSOs) have been carefully designed from the ground up to align with a vision of addressing quality-of-life issues and non-emergency calls while fostering strong community partnerships. From the start, we have worked toward this vision, but we have also embraced a philosophy of learning and adapting as we go. When necessary, the department has made thoughtful adjustments to ensure the program remains effective and responsive to the community’s needs and it will continue to adapt.
This measured and strategic approach has allowed the program to achieve significant successes while maintaining flexibility. Looking ahead, any changes to deployment of the CSO team will enable the department to explore new ways to utilize this team and broaden its positive impact. By balancing a strong commitment to our vision with the willingness to evolve, we ensure the CSO program continues to meet and exceed its goals, contributing to a safer, more vibrant community.
8) On page 257 there are suggestions about written policies for internal affairs investigations regarding misconduct. How do those differ from our current policies?
Current internal affairs investigations processes are outlined at a high level in our policy manual through Lexipol. Much of our investigations processes are known in great detail by employees who work in internal affairs, but not fully detailed in the Lexipol manual. The department has already begun work on creating an internal affairs manual to help employees more fully understand the internal affairs process from start to finish, as well as maintain continuity when investigative personnel change roles.
9) There is a recommendation to procure 4 additional patrol vehicles. Can you remind me of the lifespan of those vehicles?
The City Fleet replacement policy stipulates that patrol vehicles should be replaced at 5-years or 100,000 miles. The 4 additional vehicles are recommended additions to the fleet to provide enough vehicles for new employees should additional positions be created. These are projected to be phased in conjunction with any increased staffing.
Item 7a
Department: Police
Cost Center: 8001
For Agenda of: 1/14/2025
Placement: Business
Estimated Time: 30 Minutes
FROM: Rick Scott, Police Chief
Prepared By: Brian Amoroso, Deputy Chief
SUBJECT: PRESENT THE 2024 POLICE DEPARTMENT STAFFING STUDY
RECOMMENDATION
Receive and file the 2024 San Luis Obispo Police Department staffing study final report.
POLICY CONTEXT
The Police Department completed development work on a 5-year strategic plan, which was presented to the City Council on January 23, 2024. One of the action items from the strategic plan was to conduct a department-wide staffing study to inform and direct future staffing needs for the Police Department.
DISCUSSION
Background
On January 27, 2024, the Police Department released a request for proposals (Attachment B) to conduct a department-wide staffing study, as recommended in the strategic plan. After receiving and reviewing twelve proposals, the Center for Public Safety Management (CPSM) was selected and awarded the contract based on their proposal (Attachment C).
Over the 10 months that followed, CPSM worked closely with department staff to gather data, conduct departmental interviews and focus groups, compare what they learned to law enforcement industry best-practices, and identify areas for improved efficiencies and staffing recommendations to better serve the community.
CPSM defined the following objectives in their proposal:
Conduct a forensic data analysis to identify actual workload and locations of incidents that will create a picture of the as-is condition of service delivery and service demands, evaluating all facets of the department to establish workloads and service demands. Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function for policing.
Item 7a
Examine the department’s organizational structure and culture. Perform a gap analysis, comparing the as-is state of the department to the industry’s best practices.
Recommend a management framework to ensure accountability, increased efficiency, enhanced safety for responders and the community, and improved performance. Complete a staffing analysis using workload and performance, based on research conducted by the International City/County Management Association, International Project Management Association, Commission on the Accreditation for Law Enforcement Agencies, and Center for Public Safety Management.
CPSM delivered a comprehensive and detailed study of departmental staffing, thorough analysis of police calls for service, current staffing levels, and departmental procedures.
In total, CPSM identified 55 recommendations (including procedural and operational recommendations) related to improving efficiencies and increasing staffing to better serve the community today and in the future.
Many of the 55 recommendations in the staffing study do not require additional staff and are procedural in nature. The department will be implementing these recommendations as operationally possible. Some examples of procedural recommendations include:
Examine shift deployment schedules and adjust as necessary to better align available personnel with workload demands.
Reevaluate the criteria for deployment and response by Community Service Officers (CSOs) to calls for service to meet the community’s and the department’s needs.
Data from the top 10 collision locations and top 10 traffic complaint locations should be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues.
The department should enhance the crime analyst role by expanding the focus to a real-time crime intervention program.
Patrol supervisors should complete entire disciplinary investigations as appropriate.
Identified the need for bullet resistant glass at the Records window and bullet resistant material below the glass.
Item 7a
The following table summarizes the additional full-time equivalent employees (FTEs) recommended by CPSM based on the data analyzed:
SWORN
POSITIONS FTE
Police Officer 9
Patrol 6
Detective 2
School Resource
Officer 1
Sergeant 2
Patrol 1
Admin
Training/Internal
Affairs 1
TOTAL SWORN 11
CIVILIAN
POSITIONS FTE
Communications 2
Dispatcher 2
Civilian Positions 1
Assist
Hiring/Training 0.5
Records Front
Counter 0.5
TOTAL CIVILIAN 3
TOTAL SWORN
AND CIVILIAN 14
Given the significant costs associated with adding new FTEs to the department, in addition to the length of time required to hire and train employees, the department developed several implementation timelines ranging between 5 and 8 years (Attachment D). These timelines were designed to strike a balance between addressing departmental staffing needs, while allowing for budgetary allocation in a tiered manner over several budget cycles. The initial prioritization of patrol officers and a patrol sergeant will address an immediate need identified to increase the number of officers working during high call for service timeframes.
One dispatcher was also prioritized in year 1 as this position has been hired as over strength, on prior approval of the City Manager, and is currently in the training program.
The City Manager can approve an over strength hire to address a critical staffing need that cannot wait for a budget cycle FTE addition. Dispatch candidates have been extremely difficult to find in recent years, and the transition from a civilian dispatch
Item 7a
manager to a Lieutenant dispatch manager has left the center with one less employee that can work a console as a solo dispatcher. An immediate need was identified to have a 12th dispatcher, to balance staffing on day shift and night shift. This position has been funded by department salary savings and savings in other contract services from the vacant social worker position, which was recently hired. Any additional positions will be considered as part of the 2025-27 Financial Plan and future financial plan processes based on available resources.
The department was recently awarded a Community Oriented Policing Services (COPS) grant, which provides a total of $250,000 over three years to offset the costs of two new patrol officers. Council approved the acceptance of this grant on 11/12/2024. If the new officer positions are authorized through the 2025-27 Financial Plan, spending of the COPS grant funds must begin by 2026 to comply with the grant deadlines. (Additional COPS funding details are provided in Attachment D.)
Previous Council or Advisory Body Action
City council received and filed the Police Department 5-year Strategic Plan on January 23, 2024, which included a recommendation to conduct a staffing study. There has been no additional prior Council action related to the staffing study.
Public Engagement
Robust public engagement occurred during the creation of the 5-Year Strategic Plan. The feedback gained from these efforts produced the action items in the strategic plan, including the commission of a staffing study to better analyze police staffing levels across the organization. CPSM focused their efforts to employee feedback, and intensive departmental statistical data collection to inform and develop their recommendations.
CONCURRENCE
The staffing study final report has been shared with the Human Resources and Finance Departments.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
The implementation of new positions will have a fiscal impact to the City. The exact impact is unknown at this time as it will vary depending on the number of positions hired and the cadence at which they are hired. The department completed cost estimates for several implementation models that incrementally add positions over five to eight years (Attachment D). A phased implementation approach will allow for fiscal planning and hiring of recommended positions.
Item 7a
Budgeted: No Budget Year: 2025-2033
Funding Identified: No
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees
Other:
Total $TBD $TBD $ $TBD
ALTERNATIVES
Council could decide to not receive and file the staffing study. This action is not recommended by staff as the staffing study provides an updated, comprehensive department analysis and identifies areas for procedural and staffing improvements.
ATTACHMENTS
A - 2024 Police Department Staffing Study Final Report
B - Staffing Study RFP
C - CPSM Staffing Study Proposal
D - Staffing Study Implementation Options
POLICE OPERATIONS
AND DATA ANALYSIS
REPORT
SAN LUIS OBISPO, CALIFORNIA
CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC
475 K STREET NW STE 702 • WASHINGTON, DC 20001
WWW.CPSM.US • 716-969-1360
Exclusive Provider of Public Safety Technical Services for International City/County Management Association
C E N T E R F O R P U B L I C S A F E T Y M A N A G E M E N T , L L C
i
THE ASSOCIATION & THE COMPANY
INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) The International City/County Management Association (ICMA) is a 109-year-old, non-profit professional association of local government administrators and managers, with approximately 13,000 members located in 32 countries.
Since its inception in 1914, ICMA has been dedicated to assisting local governments and their managers in providing services to their community members in an efficient and effective manner.
ICMA advances the knowledge of local government best practices with its website, www.icma.org, publications, research, professional development, and membership.
CENTER FOR PUBLIC SAFETY MANAGEMENT (CPSM)
The ICMA Center for Public Safety Management (ICMA/CPSM was launched by ICMA to provide support to local governments in the areas of police, fire, and Emergency Medical Services.
The Center also represents local governments at the federal level and has been involved in numerous projects with the Department of Justice and the Department of Homeland Security.
In 2014, as part of a restructuring at ICMA, the Center for Public Safety Management (CPSM) spun out as a separate company and is now the exclusive provider of public safety technical assistance for ICMA. CPSM provides training and research for the Association’s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA, PERF, IACP, IFCA, IPMA-HR, DOJ, BJA, COPS, NFPA, etc.
The Center for Public Safety Management, LLC, maintains the same team of individuals performing the same level of service that it had for ICMA. CPSM’s local government technical assistance experience includes workload and deployment analysis using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs, and identify industry best practices.
We have conducted more than 400 such studies in 46 states and provinces and more than 275 communities ranging in population size 3,300 (Lewes, DE) to 800,000 (Indianapolis, IN).
Thomas Wieczorek is the Director of the Center for Public Safety Management.
Leonard Matarese serves as the Managing Partner for Research and Project Development.
Dr. Dov Chelst is the Director of Quantitative Analysis.
ii
CENTER FOR PUBLIC SAFETY MANAGEMENT
PROJECT CONTRIBUTORS
Thomas J. Wieczorek, Director
Leonard A. Matarese, Director, Research & Project Development Dov Chelst, Director of Quantitative Analysis
Shan Zhou, Data Analyst
David Martin, Data Analyst
David Swing, Senior Associate– Team Leader
Martin Baeza, Senior Associate
John Perez, Senior Associate
Dennis Kouba, Senior Editor
iii
CONTENTS
Tables ............................................................................................................................ vi Figures ......................................................................................................................... viii Section 1. Executive Sumary........................................................................................ 1 CPSM Recommendations for Priority Implementation Within One Year .........................................2 General Observations ............................................................................................................................4 Recommendations.................................................................................................................................5 Section 2. Methodology .............................................................................................10 Section 3. Community and Department Overview .................................................11 Community ............................................................................................................................................11 Demographics...................................................................................................................................11 Law Enforcement Services...................................................................................................................11 Uniform Crime Report/Crime Trends...............................................................................................11 Section 4. Administrative............................................................................................ 16 Strategic Plan ........................................................................................................................................16 Vision Statement and Values ..............................................................................................................16 Policy Manual........................................................................................................................................17 Organization Communication ............................................................................................................17 Organization Command Structure .....................................................................................................17 Section 5: Operations Bureau ....................................................................................19 Patrol Division.........................................................................................................................................19 Patrol Division Deployment..............................................................................................................19 Supervision .........................................................................................................................................20 Deployment Schedule .....................................................................................................................21 Minimum Staffing ..............................................................................................................................22 Workload Demand ...............................................................................................................................22 Rule of 60 – Part 1..............................................................................................................................24 Rule of 60 – Part 2..............................................................................................................................24 Community Service Officers................................................................................................................46 Traffic Unit...............................................................................................................................................47 Downtown Bicycle Officers..................................................................................................................48 Community Action Team.....................................................................................................................49 Crime Analysis Unit................................................................................................................................49 Section 6. Administrative / Investigative Bureau .....................................................51 Detectives..............................................................................................................................................51
iv
Policy / Standard Operating Procedures (SOPs) ..........................................................................51 Staffing and Vacancy Review ........................................................................................................52 Work Schedule ..................................................................................................................................52 Workload and Case Management................................................................................................52 Source: FBI UCR National Reporting ...............................................................................................55 Source: SLOPD & California Department of Justice .....................................................................55 Workload Demand ...........................................................................................................................55 FBI UCR/NIBRS Crime Reporting.......................................................................................................57 Crime Scene & Forensics Investigations.........................................................................................58 Community Challenges ...................................................................................................................58 CPSM Staffing Recommendation ...................................................................................................59 School Resource Officer (SRO)............................................................................................................60 Workload............................................................................................................................................60 CPSM Staffing Recommendations..................................................................................................62 Special Enforcement Team (SET) ........................................................................................................62 Staffing & Workhours.........................................................................................................................62 Workload/Unit Responsibilities.........................................................................................................63 Training and hiring unit .........................................................................................................................64 Overview............................................................................................................................................64 Workload............................................................................................................................................64 Training ...............................................................................................................................................65 Administrative Training Duties..........................................................................................................65 CPSM Staffing Recommendations..................................................................................................66 Internal Affairs........................................................................................................................................67 Staffing and Policy ............................................................................................................................67 Complaints.........................................................................................................................................67 Tracking and Managing of Complaints.........................................................................................69 Adjudication of Complaints ............................................................................................................69 Training ...............................................................................................................................................69 Section 7. Support Services Functions....................................................................... 71 Fleet........................................................................................................................................................71 Purchase of Vehicles ........................................................................................................................71 Vehicle Retention .............................................................................................................................72 Maintenance Records .....................................................................................................................72 Vehicle Equipment ...........................................................................................................................72 Cleaning of Vehicles ........................................................................................................................72 Assigning of Vehicles ........................................................................................................................73
v
Facility.....................................................................................................................................................73 Police Station Lobby .........................................................................................................................74 Parking................................................................................................................................................74 Workout Facility .................................................................................................................................74 Locker Rooms ....................................................................................................................................74 Facility Security ..................................................................................................................................74 Communications Center .....................................................................................................................75 Facility.................................................................................................................................................76 Center Staffing/Scheduling .............................................................................................................76 Dispatching of Calls..........................................................................................................................77 Training ...............................................................................................................................................81 High-priority Calls...............................................................................................................................82 Quality Assurance.............................................................................................................................84 Communications Summary .............................................................................................................84 Property and Evidence Section ..........................................................................................................85 Overview............................................................................................................................................85 Storage and Security ........................................................................................................................86 Workload............................................................................................................................................87 CPSM Staffing Recommendation ...................................................................................................89 Records Section ....................................................................................................................................89 Overview............................................................................................................................................90 Workload Demand ...........................................................................................................................90 CPSM Staffing Recommendation ...................................................................................................91 Section 8. Summary....................................................................................................93 Section 9. Data Analysis .............................................................................................94 Workload Analysis.................................................................................................................................94 Out-of-Service Activities.....................................................................................................................116 Deployment.........................................................................................................................................122 Response Times ...................................................................................................................................132 All Calls.............................................................................................................................................133 High-Priority Calls.............................................................................................................................139 Appendix A: Call Type Classification................................................................................................141 Appendix B: Uniform Crime Report Information..............................................................................144 Appendix C: Calls Excluded from the Study ...................................................................................148
vi
TABLES
TABLE 3-1: Crime Rates, 2022 and 2023..................................................................................................12 TABLE 3-2: Reported San Luis Obispo, State, and National Crime Rates, By Year ............................14 TABLE 3-3: Reported San Luis Obispo, State, and National Crime Clearance Rates, 2022 .............14 TABLE 3-4: Department Authorized Staffing and Actual Levels, 2023 ................................................15 TABLE 5-1: Operations Bureau Authorized Staffing Levels For Patrol...................................................20 TABLE 5-2: Deployment Schedule / Minimum Staffing .........................................................................21 TABLE 5-3: Calls per Day, by Category...................................................................................................25 TABLE 5-4: Calls per Day, by Initiator and Months.................................................................................27 TABLE 5-5: Calls per Day, by Category and Month ..............................................................................29 TABLE 5-6: Primary Unit’s Average Occupied Times, by Category and Initiator ...............................31 TABLE 5-7: Average Number of Responding Units, by Initiator and Category ..................................33 TABLE 5-8: Number of Responding Units, by Category, Community-initiated Calls .........................35 TABLE 5-9: San Luis Obispo Traffic-related Information.........................................................................48 TABLE 6-1: Investigative/Detectives Authorized Staffing Levels, 2024 ................................................52 TABLE 6-2: Reported SLO, California, and National Crime Clearance rates, 2022 ...........................55 TABLE 6-3: Reported SLO and California Clearance Rate, 2023.........................................................55 TABLE 6-4: Case Assignments Per Detective, 2021–2023......................................................................56 TABLE 6-5: Reported SLO, California, and National Crime Rates, by Year ........................................57 TABLE 6-6: Community member/Internal Complaint Investigation Adjudications, 2019–2021 .......69 TABLE 7-1: 90th Percentiles for Response Time Components, by Category ......................................78 TABLE 7-2: Recommended Beat Design for Equitable Workload .......................................................80 TABLE 7-3: Average and 90th Percentile Response Times, by Priority.................................................82 TABLE 7-4: SLOPD Property and Evidence Intake and Disposal, 2021–2023 ......................................87 TABLE 7-5: Records Section Staffing........................................................................................................89 TABLE 7-6: Record Section Yearly Task Totals.........................................................................................91 TABLE 9-1: Events per Day, by Initiator....................................................................................................96 TABLE 9-2: Events per Day, by Category................................................................................................98 TABLE 9-3: Calls per Day, by Category.................................................................................................100 TABLE 9-4: Calls per Day, by Initiator and Months...............................................................................101 TABLE 9-5: Calls per Day, by Category and Month ............................................................................103 TABLE 9-6: Primary Unit’s Average Occupied Times, by Category and Initiator .............................105 TABLE 9-7: Average Number of Responding Units, by Initiator and Category ................................107 TABLE 9-8: Number of Responding Units, by Category, Community-initiated Calls .......................109 TABLE 9-9: Calls and Work Hours by Area, per Day ............................................................................111 TABLE 9-10: Calls and Work Hours per Day, by Category, Summer 2023 .........................................113 TABLE 9-11: Calls and Work Hours per Day, by Category, Winter 2024 ............................................115 TABLE 9-12: Activities and Occupied Times by Description ...............................................................117 TABLE 9-13: Activities and Workload per Day, by Month ...................................................................118 TABLE 9-14: Activities per Day, by Day of Week..................................................................................119
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TABLE 9-15: Activities per Hour, by Hour of Day...................................................................................121 TABLE 9-16: Average Response Time Components, by Category....................................................135 TABLE 9-17: 90th Percentiles for Response Time Components, by Category ..................................136 TABLE 9-18: Average Response Time Components, by Area ............................................................138 TABLE 9-19: Average and 90th Percentile Response Times, by Priority.............................................139 TABLE 9-20: Call Type, by Category......................................................................................................141 TABLE 9-21: Reported Crime Rates in 2022 and 2023, by City ...........................................................144 TABLE 9-22: Reported San Luis Obispo, California, and National Crime Rates, by Year ................146 TABLE 9-23: Reported San Luis Obispo, California, and National Crime Clearance Rates, 2022 .147 TABLE 9-24: Reported San Luis Obispo and California Crime Clearance Rates, 2023 ...................147 TABLE 9-25: All Excluded Calls................................................................................................................148 TABLE 9-26: Calls Without Units, By Description ....................................................................................148 TABLE 9-27: Calls with Only Nonpatrol Units, By Description...............................................................149 TABLE 9-28: Calls with Only Nonpatrol Units, By Unit Type ..................................................................150
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FIGURES
FIGURE 3-1: Reported San Luis Obispo Violent and Property Crime Rates, by Year.........................13 FIGURE 3-2: Reported San Luis Obispo and State Crime Rates, by Year ...........................................13 FIGURE 4-1: Current Organizational Structure .......................................................................................18 FIGURE 5-1: Percentage Calls per Day, by Category ..........................................................................26 FIGURE 5-2: Calls per Day, by Initiator and Month................................................................................27 FIGURE 5-3: Calls per Day, by Category and Month............................................................................28 FIGURE 5-4: Primary Unit’s Average Occupied Times, by Category and Initiator.............................30 FIGURE 5-5: Number of Responding Units, by Initiator and Category ................................................32 FIGURE 5-6: Number of Responding Units, by Category, Community-initiated Calls.......................34 FIGURE 5-7: Deployed Officers, Weekdays, Summer 2023...................................................................37 FIGURE 5-8: Deployed Officers, Weekends, Summer 2023 ..................................................................37 FIGURE 5-9: Deployed Officers, Weekdays, Winter 2024......................................................................38 FIGURE 5-10: Deployed Officers, Weekends, Winter 2024....................................................................38 FIGURE 5-11: Deployment and All Workload, Weekdays, Summer 2023 ...........................................40 FIGURE 5-12: Deployment and All Workload, Weekends, Summer 2023 ...........................................40 FIGURE 5-13: Deployment and All Workload, Weekdays, Winter 2024...............................................41 FIGURE 5-14: Deployment and All Workload, Weekends, Winter 2024 ..............................................41 FIGURE 5-15: Percentage of Workload, Weekdays, Summer 2023 .....................................................43 FIGURE 5-16: Percentage of Workload, Weekends, Summer 2023.....................................................43 FIGURE 5-17: Percentage of Workload, Weekdays, Winter 2024 ........................................................44 FIGURE 5-18: Percentage of Workload, Weekends, Winter 2024 ........................................................44 FIGURE 7-1: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024 ................................................................................................................................................79 FIGURE 7-2: Recommended Beat Alignment........................................................................................81 FIGURE 7-3: Average Response and Dispatch Processing Times for High-priority Calls, by Hour....83 FIGURE 9-1: Percentage Events per Day, by Initiator ...........................................................................96 FIGURE 9-2: Percentage Events per Day, by Category .......................................................................97 FIGURE 9-3: Percentage Calls per Day, by Category ..........................................................................99 FIGURE 9-4: Calls per Day, by Initiator and Month..............................................................................101 FIGURE 9-5: Calls per Day, by Category and Month..........................................................................102 FIGURE 9-6: Primary Unit’s Average Occupied Times, by Category and Initiator...........................104 FIGURE 9-7: Number of Responding Units, by Initiator and Category ..............................................106 FIGURE 9-8: Number of Responding Units, by Category, Community-initiated Calls.....................108 FIGURE 9-9: Percentage Calls and Work Hours, by Area ...................................................................110 FIGURE 9-10: Percentage Calls and Work Hours, by Category, Summer 2023................................112 FIGURE 9-11: Percentage Calls and Work Hours, by Category, Winter 2024...................................114 FIGURE 9-12: Activities per Day, by Month...........................................................................................118 FIGURE 9-13: Activities per Day, by Day of Week ...............................................................................119 FIGURE 9-14: Activities per Day, by Hour of Day .................................................................................120
ix
FIGURE 9-15: Deployed Officers, Weekdays, Summer 2023...............................................................123 FIGURE 9-16: Deployed Officers, Weekends, Summer 2023 ..............................................................123 FIGURE 9-17: Deployed Officers, Weekdays, Winter 2024..................................................................124 FIGURE 9-18: Deployed Officers, Weekends, Winter 2024..................................................................124 FIGURE 9-19: Deployment and All Workload, Weekdays, Summer 2023 .........................................126 FIGURE 9-20: Deployment and All Workload, Weekends, Summer 2023 .........................................126 FIGURE 9-21: Deployment and All Workload, Weekdays, Winter 2024.............................................127 FIGURE 9-22: Deployment and All Workload, Weekends, Winter 2024 ............................................127 FIGURE 9-23: Percentage of Workload, Weekdays, Summer 2023 ...................................................129 FIGURE 9-24: Percentage of Workload, Weekends, Summer 2023...................................................129 FIGURE 9-25: Percentage of Workload, Weekdays, Winter 2024 ......................................................130 FIGURE 9-26: Percentage of Workload, Weekends, Winter 2024 ......................................................130 FIGURE 9-27: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024 ......................................................................................................................................133 FIGURE 9-28: Average Response Time by Category, Summer 2023 .................................................134 FIGURE 9-29: Average Response Time by Category, Winter 2024 ....................................................134 FIGURE 9-30: Average Response Time Components, by Area..........................................................137 FIGURE 9-31: Average Response Times and Dispatch Processing for High-priority Calls, by Hour 139 FIGURE 9-32: Reported San Luis Obispo Violent and Property Crime Rates, by Year.....................145 FIGURE 9-33: Reported San Luis Obispo and California Crime Rates, by Year................................145
1 SECTION 1. EXECUTIVE SUMARY
The Center for Public Safety Management, LLC (CPSM) was commissioned to review the staffing and operations of the San Luis Obispo Police Department. While our analysis covered many aspects of the department’s operations, particular areas of focus of this study were identifying appropriate staffing of the department given the workload, community demographics, and crime levels.
We analyzed the department workload using operations research methodology and compared that workload to staffing and deployment levels. We reviewed other performance indicators that enabled us to understand the implications of service demand on current staffing. Our study involved data collection, interviews with key operational and administrative personnel, internal departmental focus groups with line-level department personnel, on-site observations of the job environment, data analysis, comparative analysis, and the development of alternatives and recommendations.
Based upon CPSM’s detailed assessment of the San Luis Obispo Police Department, it is our conclusion that the department provides quality law enforcement services. The staff is professional and dedicated to the purpose of the department. Throughout this report, we will strive to allow the reader to take a look inside the department to understand its strengths and its challenges. The recommendations made in this report offer an opportunity for the department’s strengths to become stronger and the challenges to become less challenging. We sincerely hope that all parties utilize the information and recommendations contained herein in a constructive manner to make a fine law enforcement agency even better.
As part of this Executive Summary, following we list general observations that we believe identify some of the more significant issues facing the department. Additionally, in this summary we also include a comprehensive list of recommendations for consideration; we believe these recommendations will enhance organizational effectiveness. Some of these recommendations involve the addition of personnel or the creation of new job classifications. In the case of the San Luis Obispo Police Department, the recommendations we make will require a substantial financial commitment on the part of the jurisdiction. It is important to note that in this report we will examine specific sections and units of the department and will offer a detailed discussion of our observations and recommendations for each.
The list of recommendations is extensive. Should the City of San Luis Obispo choose to implement any or all recommendations, it must be recognized that this process should be approached as a long-term endeavor, since implementation of some recommendations could require a year, two years, or more. The recommendations are intended to form the basis of a long-term improvement plan for the city and department. It is important that we emphasize that this list of recommendations, though lengthy, is common in our assessments of agencies around the country. The number of recommendations should in no way be interpreted as an indictment of what we consider to be a fine department.
Immediately following we offer a list of recommendations that CPSM advises be implemented within one year of the presentation of this report.
2 CPSM RECOMMENDATIONS FOR PRIORITY IMPLEMENTATION WITHIN
ONE YEAR
The following recommendations are identified by CPSM as those that should be implemented within one year. This list is not ordered in terms of priority or importance; these recommendations are those that we advocate for implementation within one year from the data of this report. ■ It is recommended that the role of the lieutenant watch commander be evaluated to make it more of a patrol operational role to allow more functional supervision. ■ CPSM recommends evaluating and reducing supervisory collateral duties to ensure more proactive field supervision.
■ CPSM recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community’s and the department’s needs. ■ CPSM recommends that the response to calls for service by CSOs be in line with their training and compliance with department policy.
■ CPSM recommends data from the top 10 collision locations and top 10 traffic complaint locations be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues.
■ It is recommended that the Department enhance the crime analyst role by expanding the focus to a real-time crime intervention program.
■ CPSM recommends the SLOPD’s executive staff establish an ad-hoc committee to recommend an approach to assigning ancillary duties to better define appropriate staffing levels throughout the organization.
■ Regarding future staffing and development considerations, CPSM recommends that the SRO track all cases and CFS via the CAD system and a handwritten log that can be transferred to the RMS system for better tracking.
■ CPSM recommends the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The department should refer to CA POST Training Bulletin No. 2024-08 for guidance and legal restrictions. ■ CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles.
■ CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles.
■ CPSM recommends the department develop a methodology that ensures vehicles are consistently driven.
■ CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; the department should use vehicle location technology to assign the closest available unit until a beat system is implemented
3 ■ CPSM recommends the SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result.
■ CPSM recommends that SLOPD develop and implement a Quality Assurance program for the Communications Center and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for the department. ■ CPSM recommends SLOPD evaluate the use of Motorola’s Video-Manager EL software product to administer and process all BWV and in-car digital video. The use of software to auto-populate and classify video will reduce the time P&E technicians expend in reviewing and categorizing videos for digital case folders.
■ CPSM recommends the department implement a video recording system for all the property room locations.
■ CPSM recommends the SLOPD return to annual audits and inventory of Property & Evidence to avoid potential issues that can develop quickly.
■ CPSM recommends the department strive to complete misconduct investigations in 45 calendar days and service complaint investigations in 30 days, if possible, unless an extension is necessary. These time frames should be included in department policy. ■ CPSM recommends that patrol supervisors complete internal investigations as appropriate. ■ It is recommended that SLOPD establish an accurate tracking system of all Records Section tasks and use the data to determine workloads and staffing levels. ■ It is recommended that SLOPD fill the current vacancy in Records as well as consider the hiring of part-time employees to include a cadet program to focus on front counter customers, requests for police reports, and work related to the release of property. This approach will allow the records clerk to focus on reducing backlogs and accomplishing needed data inputs.
§ § §
4 GENERAL OBSERVATIONS
The San Luis Obispo Police Department is a professional law enforcement organization that takes great pride in providing a “no-call is-too-small” philosophy of service. The members of the department, both sworn and civilian, are committed to the department and to the community.
The leadership of the department is aware of the challenges in leading a police organization during challenging times and is also focused on the future and the purpose of policing. One of the greatest challenges in policing today is staffing; the department is not immune from those struggles. The sworn membership of the department has not experienced a significant increase in staffing in decades while the demands of the profession and community have increased exponentially. The stagnated levels of sworn staffing have resulted in some creative staffing solutions such as using civilian employees. However, the sworn workforce is tired from working excessive overtime to cover patrol shifts, work special events, and fulfill collateral duty assignments. While all of these activities are the norm in the policing profession, reduced staffing makes each of them more challenging and onerous over a period of time.
According to a City budget document, the department’s budget makes up 18 percent of the city’s general fund budget expenditure; combined, public safety services make up 31 percent of the general fund budget. While the level of funding is a policy decision for elected leadership, it is important to recognize that public safety services provide essential safety services for 8,760 hours a year, not just during daytime office hours. Public safety staffing often requires backfilling via overtime for vacancies to ensure a minimum number of personnel are available to respond to emergency situations.
As noted previously, a comprehensive list of recommendations follows; each is discussed in the appropriate section of the report. These recommendations are offered to enhance the operation and service of the San Luis Obispo Police Department. The recommendations are aimed at ensuring that law enforcement resources are optimally deployed, operations are streamlined for efficiency, and services provided are cost-effective, all while maintaining a high level of service to the community members of the City of San Luis Obispo.
CPSM staff would like to thank Chief of Police Rick Scott and the entire staff of the San Luis Obispo Police Department for their gracious cooperation and assistance during this study. § § §
5 RECOMMENDATIONS
Operations Bureau
Patrol Deployment
(See pp. 19-46.)
1. It is recommended that the role of the lieutenant watch commander be evaluated to make it more of a patrol operational role to allow more functional supervision.
2. CPSM recommends evaluating and reducing supervisory collateral duties to ensure more proactive field supervision.
3. CPSM recommends that a more formal senior officer program be created and those selected for this role attend leadership and in-service supervisor training. These officers can act as a force multiplier and can be utilized to handle minor field issues requiring a supervisor’s perspective.
4. CPSM recommends that SLOPD Increase minimum staffing levels of patrol shifts by two police officers between the hours of 7:00 a.m. and 2:00 a.m. This can be accomplished by adding personnel to day watch and a mid-day watch through the addition of six officers and a patrol supervisor.
5. Examine shift deployment schedules and adjust as necessary to better align available personnel with workload demands.
6. Add a mid-day watch shift and one additional supervisor for the watch on a 4-10 schedule.
Community Service Officers
(See pp. 46-47.)
7. CPSM recommends that the CSOs be provided with specific delineated duties.
8. CPSM recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community’s and the department’s needs.
9. It is recommended that the response to calls for service by CSOs be in line with their training and compliance with department policy.
Traffic Unit
(See pp. 47-48.)
10. CPSM recommends that the motor vacancy be filled.
11. It is recommended that SLOPD continue to embrace the mission philosophy of enforcement, education, and engineering. This will ensure a focused approach to handling traffic incidents and will maximize the traffic unit’s efforts.
12. CPSM recommends that the traffic staffing be primarily used for the traffic mission.
13. CPSM recommends data from the top 10 collision locations and top 10 traffic complaint locations be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues.
Downtown Bicycle Officers
(See pp. 48-49.)
14. CPSM recommends that the vacancy in the bicycle detail be filled.
6 Community Action Team
(See p. 49.)
15. CPSM recommends that the current vacancy be filled.
Crime Analysis Unit
(See pp. 49-50.)
16. CPSM recommends that the Department enhance the crime analyst role by expanding the focus to a real-time crime intervention program.
Administrative/Investigative Bureau
Criminal Investigations Section
(See pp. 50-59.)
17. Based on the findings of the detective workload and staffing assessment, CPSM found that the Investigative Division would immediately benefit from two additional full-time detectives.
18. CPSM recommends the department’s executive staff establish an ad-hoc committee to recommend an approach to assigning ancillary duties to better define appropriate staffing levels throughout the organization.
19. It is recommended the department develop a process through Spillman Technologies to track clearance rates for all detectives and cases assigned to patrol officers.
20. It is recommended the department develop a succession plan for the computer forensic position to avoid a vacancy in this position. A temporary vacancy in this position would impact many complicated investigations as well as the daily guidance provided for detective and patrol personnel.
SROs
(See pp. 59-60.)
21. CPSM recommends one additional SRO to meet the NASRO national standards of one SRO per 1,000 students, as San Luis Obispo has surpassed 2,000 students.
22. If adding one SRO is not feasible, CPSM recommends adding one police officer to the authorized budget and utilizing this officer as a part-time officer at the middle school during the school year, allowing the full-time SRO to remain full-time at the high school.
23. Regarding future staffing and development considerations, CPSM recommends that the SRO track all cases and CFS via the CAD system and a handwritten log that can be transferred to the RMS system for better tracking.
Special Enforcement Team (SET)
(See pp. 61-63.)
24. It is recommended that the SET vacancy be filled as soon as staffing allows.
Training and Hiring Unit
(See pp. 64-66.)
25. CPSM recommends the department develop an approach to assign a part-time individual to assist with the regular tasks.
7 26. CPSM recommends the department evaluate the use of an administrative sergeant to assist the training manager with recruitment and hiring tasks and responsibilities in order to support the current workload and associated tasks.
27. CPSM recommends the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The SLOPD should refer to CA POST Training Bulletin NO. 2024-08 for guidance and legal restrictions.
28. The department should continue to invest in software to help track Training Unit responsibilities and reduce the training manager’s workload.
Internal Affairs
(See pp. 67-70.)
29. CPSM recommends the SLOPD add an Administrative sergeant to assist the Administrative lieutenant with Internal Affairs and personnel investigations or use a third-party investigator to ensure the impartiality and timeliness of investigations.
30. CPSM recommends the department strive to complete misconduct investigations in 45 calendar days and service complaint investigations in 30 days, if possible, unless an extension is necessary. These time frames should be included in department policy.
31. CPSM recommends that patrol supervisors complete entire investigations as appropriate.
32. Patrol supervisors should attend internal affairs training in they are handling complaint investigations.
Support Services
Fleet
(See pp. 71-73.)
33. CPSM recommends the department increase the number of patrol vehicles in its fleet by four to allow for spare vehicles and to accommodate the recommended new officer positions.
34. CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles.
35. CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles.
36. CPSM recommends that the city purchase a fleet management system that is shared with a designee at the police department to more effectively track maintenance and repairs for police vehicles.
37. CPSM recommends the department purchase a portable disinfecting system that can be used to disinfect the vehicles from bacteria and viruses.
38. CPSM recommends the department develop a methodology that ensures vehicles are consistently driven.
39. CPSM recommends the Department move the evidence vehicles to an off-site location to free up parking spaces and limit the trauma of staff seeing the vehicles on daily basis.
8 Facility
(See pp. 73-75.)
40. CPSM recommends the City move the Traffic Unit into the 1042 building.
41. CPSM recommends the city prioritize the updating of the 1042 Walnut building to provide a professional, esthetically appealing and safe environment for police employees.
42. CPSM recommends the Department move the evidence vehicles to an off-site location to free parking spaces and limit the vicarious trauma of staff seeing the vehicles on daily basis.
43. CPSM recommends the City strengthen the fence on the Santa Rosa side of the building to discourage access to the patio area of the building.
44. CPSM recommends the installation of bullet resistant glass at the Records window and bullet resistant material below the glass.
45. CPSM recommends the city prioritize the abandonment of the property and 1016 Walnut and the updating of the 1042 Walnut building to provide a professional and esthetically appealing environment for police employees.
Communications Center/Dispatch
(See pp. 75-85.)
46. CPSM recommends adding two dispatchers for peak call periods from 7:00 a.m. to 7:00 p.m.
47. CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; it should use vehicle location technology to assign the closest available unit until a beat system is implemented
48. CPSM recommends that the GPS of the patrol vehicles be used to dispatch the closest available unit to calls if the designated beat officer is unavailable.
49. CPSM recommends the SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result.
50. CPSM recommends that SLOPD develop and implement a quality assurance program and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for SLOPD.
Property and Evidence
(See pp. 85-89.)
51. CPSM recommends the SLOPD evaluate the use of Motorola’s Video-Manager EL software product to administer and process all BWV and in-car digital video. The use of software to auto-populate and classify video will reduce the time P&E technicians expend in reviewing and categorizing videos for digital case folders.
52. CPSM recommends the SLOPD develop a solution to implement a video recording system for all the property room locations.
53. CPSM recommends the SLOPD return to annual audits and inventory of Property & Evidence to avoid potential issues that can develop quickly.
9 Records Unit
(See pp. 89-92.)
54. It is recommended the SLOPD establish an accurate tracking system of all Records tasks and use the data to determine workloads and staffing levels.
55. It is recommended the SLOPD fill the current vacancy and also consider the hiring of parttime employees to include a cadet program to focus on front counter customers, requests for police reports, and work related to the release of property. This approach will allow the Records clerk to focus on the reducing backlogs and accomplishing needed data inputs. § § §
10 SECTION 2. METHODOLOGY
Data Analysis
CPSM used numerous sources of data to support our conclusions and recommendations for the San Luis Obispo Police Department. Information was obtained from the FBI Uniform Crime Reporting (UCR) Program, Part I offenses, along with numerous sources of internal information.
UCR Part I crimes are defined as murder, rape, robbery, aggravated assault, burglary, larcenytheft, and larceny of a motor vehicle. Internal sources included data from the computer-aided dispatch (CAD) system for information on calls for service (CFS).
Interviews
This study relied extensively on intensive interviews with personnel. On-site and in-person interviews were conducted with all division commanders regarding their operations.
Focus Groups
A focus group is an unstructured group interview in which the moderator actively encourages discussion among participants. Focus groups generally consist of eight to ten participants and are used to explore issues that are difficult to define. Group discussion permits greater exploration of topics. For the purposes of this study, focus groups were held with a representative cross-section of employees within the department.
Document Review
CPSM consultants were furnished with numerous reports and summary documents by the San Luis Obispo Police Department. Information on strategic plans, personnel staffing and deployment, monthly and annual reports, operations manuals, intelligence bulletins, evaluations, training records, and performance statistics were reviewed by project team staff. Follow-up phone calls were used to clarify information as needed.
Operational/Administrative Observations
Over the course of the evaluation period, numerous observations were conducted. These included observations of general patrol; investigations; support services such as records, communications, and property and evidence; and administrative functions. CPSM representatives engaged all facets of department operations from a “participant observation” perspective.
Staffing Analysis
In virtually all CPSM studies, we are asked to identify appropriate staffing levels. That is the case in this study as well. In this report we will discuss workload, operational and safety conditions, and other factors to be considered in establishing appropriate staffing levels. Staffing recommendations are based upon our comprehensive evaluation of all relevant factors.
11 SECTION 3. COMMUNITY AND DEPARTMENT
OVERVIEW
COMMUNITY
The City of San Luis Obispo is the county seat of the County of San Luis Obispo; the city had a population as of 2023 of 48,249. San Luis Obispo also the home to Cal Poly University, a renowned public university. The city’s largest employers are the university and County of San Luis Obispo. The city is characterized by a year-round temperate climate and is known for its weekly farmer’s market and thriving downtown. The city has a total land area of 14.1 square miles.
The city operates under a Council/Mayor/Manager form of government. The City Council consists of a Mayor and four council members. All members of council are elected to four-year terms and serve the city at large. The Mayor is elected to a two-year term.
Demographics
According to 2023 U.S. Census information, the city’s demographic makeup is 79.1 percent White, 17.9 percent Hispanic, 1.3 percent African-American/Black, 0.5 percent Native American,
5.5 percent Asian, and 10.3 percent two or more races.
The owner-occupied housing rate is the city is 38.0 percent; 62.0 percent of the residents live in rental housing. The median household income is $65,000 for the City of San Luis Obispo, compared to $90,158 for the County of San Luis Obispo. Persons living in poverty make up 18.0 percent of the city’s population. The median home price in the City of San Luis Obispo is $841,700, compared to $726,700 for the entire county.
LAW ENFORCEMENT SERVICES
The San Luis Obispo Police Department is the largest municipal law enforcement agency in the County of San Luis Obispo, and provides a range of law enforcement services, excluding custody operations.
Uniform Crime Report/Crime Trends
While communities differ from one another in population, demographics, geographical landscape, and social-economic distinctions, comparisons to other jurisdictions can be helpful in illustrating how crime rates in the City of San Luis Obispo measure up against those of similarly sized jurisdictions in the state as well as the State of California and the nation overall.
The FBI’s Uniform Crime Reporting (UCR) Program assembles data on crime from police departments across the United States; the reports are utilized to measure the extent, fluctuation, and distribution of crime. For reporting purposes, criminal offenses are divided into two categories: Part 1 offenses and Part 2 offenses. For Part 1 offenses, representing the most serious crimes, the UCR index is split into two categories: violent crimes and property crimes. Violent crimes include murder, rape, robbery, and aggravated assault. Property crimes include burglary, larceny, and motor vehicle theft. Crime rates are expressed (indexed) as the number of incidents per 100,000 population to allow for comparison.
12 Data acquired by CPSM from the FBI for use in this report is for 2023, which is the most recent annual information available. As indicated in the following table, in 2023 the San Luis Obispo Police Department reported a UCR Part I violent crime rate of 526 (indexed per 100,000) and a property crime rate of 2,698 (indexed per 100,000).
In comparing San Luis Obispo’s data with other California cities, one can see that San Luis Obispo reports a violent crime rate that is higher than many of the other cities, and a property crime rate that is the highest of the comparable cities in the table. San Luis Obispo’s crime rates are somewhat higher compared to the State of California as a whole.
TABLE 3-1: Crime Rates, 2022 and 2023
Municipality State
2022 2023
Population Crime Rates Population Crime Rates
Violent Property Total Violent Property Total
Atascadero CA 30,226 390 1,403 1,793 30,323 214 999 1,214 Goleta CA 32,296 152 1,657 1,808 32,503 172 1,449 1,621 Hollister CA 42,681 323 806 1,129 42,547 343 879 1,222
Lompoc CA 43,654 499 1,936 2,435 43,591 484 1,762 2,246 Paso Robles CA 30,906 317 1,695 2,013 30,792 403 1,598 2,001 Porterville CA 62,653 487 2,086 2,573 62,508 445 2,070 2,515 Santa Barbara CA 85,847 480 2,152 2,631 85,382 611 1,815 2,427 Santa Cruz CA 62,809 712 3,544 4,256 62,929 655 2,390 3,045 Santa Maria CA 109,348 650 2,780 3,430 109,687 617 2,367 2,984 Santa Paula CA 31,118 328 1,102 1,430 31,400 382 847 1,229 Seaside CA 32,390 417 1,216 1,633 30,187 434 831 1,265
San Luis Obispo CA 47,394 563 3,682 4,245 48,249 526 2,628 3,154 California 39,114,785 500 2,343 2,843 39,109,070 511 2,273 2,784 National 332,403,650 380 1,954 2,334 NA
Note: National crime statistics are not yet available for 2023. The FBI usually reports these statistics in late September or early October of the following year. We used population estimates from the State of California’s Department of Finance. § § §
13 FIGURE 3-1: Reported San Luis Obispo Violent and Property Crime Rates, by Year FIGURE 3-2: Reported San Luis Obispo and State Crime Rates, by Year 0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Violent Property
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
San Luis Obispo California
14 The following table compares San Luis Obispo’s crime rates to both the state and national rates year by year for the period 2013 through 2022. Again, this data is indexed per 100,000 population. It is provided for illustration purposes only.
TABLE 3-2: Reported San Luis Obispo, State, and National Crime Rates, By Year Year
San Luis Obispo California National
Population Violent Property Total Population Violent Property Total Population Violent Property Total 2014 46,672 514 3,083 3,597 38,970,399 389 2,430 2,819 324,699,246 357 2,464 2,821 2015 47,116 410 3,914 4,323 39,315,550 424 2,605 3,029 327,455,769 368 2,376 2,744 2016 47,774 373 4,345 4,718 39,421,283 443 2,541 2,984 329,308,297 383 2,353 2,736 2017 47,934 371 3,718 4,089 39,536,653 449 2,497 2,946 325,719,178 383 2,362 2,745 2018 47,885 401 3,778 4,179 39,557,045 447 2,380 2,828 327,167,434 369 2,200 2,568 2019 47,735 402 3,641 4,043 39,959,095 434 2,290 2,724 328,239,523 379 2,010 2,489 2020 46,986 441 3,448 3,888 39,538,223 442 2,139 2,581 331,449,281 399 1,958 2,357 2021 47,326 475 3,892 4,368 39,368,613 466 2,178 2,645 332,031,554 396 1,933 2,329 2022 47,394 563 3,682 4,245 39,114,785 500 2,343 2,843 332,403,650 380 1,954 2,334 2023 48,249 526 2,628 3,154 39,109,070 511 2,273 2,784 NA The following table compares San Luis Obispo’s crime clearance rates to the state and national averages. These clearance rates are based on the department’s reporting to the UCR. At the same time, it is difficult to make an apples-to-apples comparison in the data because of the many variables involved, such as relative resources of a jurisdiction to solve crimes.
TABLE 3-3: Reported San Luis Obispo, State, and National Crime Clearance Rates, 2022 Crime San Luis Obispo California National
Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder Manslaughter 0 0 NA 2,206 1,294 59% 21,797 10,752 49% Rape 38 2 5% 14,346 3,970 28% 132,997 27,856 21%
Robbery 40 22 55% 47,669 13,356 28% 215,760 51,930 24%
Aggravated Assault 189 96 51% 128,798 60,502 47% 756,601 334,405 44% Burglary 254 25 10% 143,429 14,348 10% 916,970 125,838 14% Larceny 1,372 96 7% 577,733 12,817 2% 4,947,709 633,098 13% Vehicle Theft 119 16 13% 181,815 37,846 21% 953,827 87,140 9%
15 TABLE 3-4: Department Authorized Staffing and Actual Levels, 2023 Position 2023
Budgeted
2023
Actual
2023
Vacancies
Chief of Police 1 1 0
Deputy Police Chief 2 2 0
Lieutenant 4 4 0
Sergeant 8 8 0
Police Officer 37 33 4
Detectives 9 9 0
Sworn Total 61 57 4
Dispatcher Supervisors 2 2 0
Dispatchers 11 8 3
Records Supervisors 1 0 1
Records Lead 1 1 0
Records Clerk 4 4 0
Community Service
Officers 6 6 0
Property and Evidence
Lead 1 1 0
Property and Evidence
Tech 1 1 0
Senior Admin Analyst 1 1 0
Forensic Evidence
Analyst 1 1 0
Training and Hiring
Manager 1 1 0
Public Affairs Manager 1 1 0
Crime Analyst 1 0 1
Executive Assistant 1 1 0
Administrative Assistant 1 1 0
Civilian Total 34 29 5
Total Authorized
Personnel 95 86 9
Source: SLOPD
§ § §
16 SECTION 4. ADMINISTRATIVE
STRATEGIC PLAN
Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust an organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future.
Effective strategic planning articulates not only where an organization is headed, and the actions needed to make progress, but also how it will know if it is successful.
The San Luis Obispo Police Department recently invested considerable time and energy into the development of a five-year plan that serves as a visionary framework for leadership. The department is commended for the development and implementation of the plan.
The Strategic Plan has six goals and an implementation plan and timeline. The six goal areas are:
■ Service to the Community
■ Community Engagement
■ Diversity, Equity, and Inclusion
■ Recruitment and Retention
■ Health and Wellness
■ Improve Infrastructure, Equipment, and Technology
VISION STATEMENT AND VALUES
Vision Statement
“A community partnership built on trust, focused on safety, and shared values to ensure the SLO quality of life.”
Our Values
■ Life – We believe in the sanctity of life. Our policies, decisions, and actions are guided by least harm approaches to first protect life and reduce the fear of crime. ■ Integrity – We are accountable to our community and ourselves through our professional oath and most importantly our actions. We embrace transparency to build trust and promote credibility in our community.
■ Service – We take pride in providing the highest quality of service to our community, ensuring we treat each person with dignity and equity in the pursuit of justice. ■ Teamwork – We work best when we work together. We support each other through an organizational culture based on humility, respect, and shared responsibility.
17 ■ Nurture – We are dedicated to personal and organizational growth by providing a learning culture, equipped to persevere in adversity. We safeguard our future by supporting one another through optimism, strength, and resilience.
“We L.I.S.T.N. and give voice to our community through living these shared values which guide every decision and action in service to our community and to one another.” A vision statement and supporting values can provide a common theme around which members of the agency can base their day-to-day public interactions, tactical decision-making, and long-term strategic planning. When they are properly integrated within the organization, vision and value statements can create a sense of unity, direction, and opportunity. Vision and value statements also will provide the foundation for an organization’s strategic planning efforts and can guide budgetary decisions that align and support the long-term strategic plan.
POLICY MANUAL
Every law enforcement organization should have a comprehensive policy and procedure manual governing the operation of the department and the conduct of its employees. The challenge is keeping that manual up to date with current trends, laws, and best practices. If a department does not make timely revisions of its manual, it could lead to operational deficiencies and employee misconduct.
SLOPD’s policy manual is provided by Lexipol, a firm that provides a policy service for most law enforcement agencies in California. The benefits of the Lexipol policy service are the regular updates that are provided by Lexipol and the department’s ability to tailor policies to the needs of the department and community.
ORGANIZATION COMMUNICATION
In virtually all police studies conducted by CPSM, lack of communication is cited as an organizational impediment. That sentiment was expressed in San Luis Obispo Police Department as well. In some cases, the concern raised is justifiable as communication in any organization is challenging and even more so in one that works shifts covering all hours of the day and night throughout the year. In some cases those who express concerns about communication have subjected themselves to selective awareness. In any event, we suggest open, constructive communication up and down the line is vital to any organization.
ORGANIZATION COMMAND STRUCTURE
Currently, SLOPD is operating with the organizational structure seen in the following figure. Under this structure the majority of the department report to one of two Deputy Chiefs, who in turn report to the Police Chief of Police.
18 FIGURE 4-1: Current Organizational Structure
§ § §
Police Department
19 SECTION 5: OPERATIONS BUREAU
The San Luis Obispo Police Department Operations Bureau provides the community with a full range of police services, including responding to emergencies and calls for service (CFS), performing directed patrol activities, engaging in neighborhood problem-solving, and traffic enforcement. The bureau is comprised of two sections: Patrol and Traffic. Each section is integrally involved in supporting the other.
The Operations Bureau is directed by a Deputy Chief who reports directly to the Chief of Police.
Two lieutenants are assigned to the Operations Bureau; there are five patrol sergeants and one sergeant who supervises the traffic unit.
PATROL DIVISION
Uniformed patrol is often seen as the "backbone" of American policing. Officers in this role are the most visible members of the department and receive the largest portion of its resources.
Ensuring proper staffing and resource allocation is essential for the department to respond promptly and efficiently to emergency calls and to provide general law enforcement services to the community.
The San Luis Obispo Police Department (SLOPD) has dedicated itself to building a solid relationship with its community; this was validated through the perspectives and experiences shared through interviews and focus groups. The members assigned to the patrol division who were interviewed by CPSM staff were professional and enthusiastic about their jobs. They were very proud of the excellent reputation the agency has established with the community.
Members were open and honest with their perspectives and comments and fully understood that the SLOPD was a full-service department that would respond to all calls for service and see them to their conclusion.
The SLOPD is highly service-oriented. Essentially, every call for service from the public gets a police response. The agency embraces this approach and considers every request for service from the public essential and deserving of a police response.
The patrol division is not segmented into distinct patrol districts. The officers handle calls for service throughout the city based on availability and seniority. According to the SLOPD internal analysis in 2021, patrol handled more than 37,124 calls for service, conducted 5,854 trafficrelated stops, and experienced an increase in violent crime. A CPSM analysis showed a lower number of calls for service responded to by field personnel as more than 9,000 calls were adjudicated by dispatchers or through other means.
Patrol Division Deployment
Patrol is comprised of an authorized complement of two lieutenants, six sergeants, 27 patrol officers, four bicycle detail officers, three traffic officers (motors), two community action team (CAT) officers, and six civilian community service officers (CSO). This personnel complement is responsible for 24/7 policing services in the City of San Luis Obispo. The following table reflects this alignment and the present staffing status by category. These numbers may adjust frequently.
20 TABLE 5-1: Operations Bureau Authorized Staffing Levels For Patrol Position Authorized Actual Vacancy Total
Lieutenant 2 2 0 2
Sergeant 6 6 0 6
Patrol Officer 27 26 0 27
Traffic Officer 3 2 1 2
Bike Officer 4 3 1 3
CAT Officer 2 1 1 1
Sworn Total 44 40 3 40
CSO 6 6 0 6
Civilian Total 6 6 0 6
Total Authorized
Personnel 50 46 0 47
Note: The Sergeant row includes the traffic sergeant position.
Supervision
In police agencies similar in size and structure to San Luis Obispo, it is common for a lieutenant to serve as the patrol “watch commander.” Lieutenants spend a significant amount of time at the station managing administrative tasks related to patrol shift operations and general administrative duties. They are also responsible for collateral duties such as project research, personnel mentoring and development, performance reviews, administrative reports, and attending both community and department meetings. According to SLOPD the defined role of the lieutenant watch commander is that of a “Station Manager.” Although they spend some time in the field, it is limited. In the absence of a lieutenant, sergeants take on the functional role of watch commander.
Sergeants, by contrast, are typically responsible for field supervision and act as additional support for patrol officers during particularly busy periods. They fulfill a crucial role in overseeing and directing field operations around the clock. National best practices show that there needs to be productive field supervision to avoid significant liability for a police agency.
In law enforcement agencies similar in size to SLOPD, virtually all sergeants have collateral duties, generally related to their primary assignments. CPSM learned that all sergeants in SLOPD are charged with three or more collateral duties that can remove them from active field supervision for more than two-thirds of their assigned shift. This is problematic, because supervisors play a reactive role in responding to supervisor requests and cannot fully engage in proactive supervision, including responding to occasional calls for service with officers, monitoring the radio frequency to deconflict calls for service assignments, and immediate command and control of tactical incidents.
Senior police officer positions in police departments are of considerable value when utilized properly in the absence of supervisors. CPSM learned that senior officers in the SLOPD are simply a pay grade definition, but they have no supervisor training or responsibility. To provide consistent supervision in the field and assist the sergeants, CPSM recommends that a more formal senior officer program be created and those selected attend leadership and in-service supervisor training. These officers can then be employed as a force multiplier and can be utilized to handle minor field issues requiring a supervisor’s perspective.
21 Deployment Schedule
Personnel work a 12-hour and a 10-hour day, alternate working three and four-day work weeks per their MOU. Generally, Thursday shifts are alternated between teams. This schedule ensures personnel reach 160 work hours in the 28-day cycle. Five teams of officers work day, evening, and one night mid-shift for each day. This ensures some coverage during primary shift changes.
The following table reflects this alignment, along with minimum staffing. Actual deployment numbers change frequently.
TABLE 5-2: Deployment Schedule / Minimum Staffing
Watch Hours Work Days Lt. Sgt. PO Actual
(Ofcr)
Min.
Staffing
Team 1 6:45 a.m.-
7:00 p.m. M, T, W, *Th 1 1 6 6 4
Team 2 6:45 a.m.-
7:00 p.m.
F, S, S, *Th 1 6 6 4
Team 3 6:45 p.m.-
7:00 a.m.
M,T, W, *Th 1 1 6 6 4
Team 4 6:45 p.m.-
7:00 a.m.
F, S, S *Th 1 6 6 4
Team 5 4:00 p.m.-
2:00 a.m.
W, Th, F, S, S 1 3 3 1
Traffic
Day
7:00 a.m.-
5:00 p.m.
M, T, W, Th 1 2 1 0
Traffic
Mid-Day
9:00 a.m.-
7:00 p.m.
T, W, Th, F 1 0 0
Bike Unit
Day
7:00 a.m.-
5:00 p.m.
M, T, W, Th 2 1 0
Bike Unit
Night
5:00 p.m.-
3:00 a.m.
W, Th, Sa 2 2 0
Note: * Every other Thursday Lt. hours can vary for administrative obligations.
According to the SLOPD, overtime increases staffing levels above the required minimum of four officers on the primary shifts when additional resources are needed to supplement community events such as the weekly community farmers market. Overtime is also offered when minimums cannot be achieved due to absenteeism. Staffing levels are affected by both the number of officers assigned to the patrol function as well as the impact of time off associated with vacations, training, court appearances, FMLA, illness/injury, etc. In general, the combination of these leave factors results in officers being unavailable for a shift on average 25 percent of the time.
According to the Police Executive Research Forum, on a typical shift, it is common that 25 percent of the officers assigned will be unavailable for patrol because of another competing responsibility. This can result in forced overtime fatigue, unplanned expenditures, and lower morale if not planned for. For instance, while a patrol deployment may be staffed with a team of four officers on paper, only three may report to work due to various leave factors or responsibilities.
22 Minimum Staffing
Virtually all agencies establish minimum staffing levels for patrol functions. The primary reasons include ensuring that sufficient resources are available to respond to emergency calls for service, ensuring that sufficient resources are available to provide for the safety of the community and the department’s deployed staff, and ensuring that resources are available to handle the volume of workload common in the community. As such, minimum staffing will vary from agency to agency based on the agency’s size and the nature and volume of the workload. It is often a subjective decision made by the department’s leadership team.
The department has established a minimum staffing level of four officers on both the day shift and night shift. Minimum staffing is identified in policy 207. While policy 207 sets the minimum staffing requirement, the Chief has the flexibility to adjust minimum staffing based on exigent workload conditions. The department supplements its deployment by adding up to three additional officers on a night swing-shift and deploying one to two motorcycle traffic officers and a downtown bicycle detail of one to two additional officers. We submit that no regular duties of the motorcycle traffic officers and the bicycle detail should interfere with responses to these types of needs. As such, they should not be included in minimum staffing counts given the limited role they have in terms of calls for service response; they do not significantly impact the workload carried by patrol officers.
It is essential to remember that minimum standards are just that—minimums, not optimal.
Minimums establish a reasonable number of personnel available to generally ensure community member and officer safety and the ability to respond to emergency calls for service in a timely manner. Minimum staffing numbers do not allow for routine proactive policing, problem-solving, community engagement, and timely response to non-emergency calls.
WORKLOAD DEMAND
CPSM’s work followed two tracks: (1) a data analysis of workload, primarily related to patrol, and (2) the operational assessment. In the following pages related to patrol, we draw upon the data analysis report to assist in our operational assessment. The data analysis report, in full, can be found following the operational assessment and readers are encouraged to thoroughly review it. The data analysis is rich with information, only a portion of which is included in this segment of the report. For the purposes of our analysis, we used computer-aided dispatch (CAD) records supplied by the department’s dispatch center. These records pertain to the identifiable workload associated with specific units and are the most accurate, verifiable, and comprehensive records available.
Although some police administrators suggest that there are national standards for the number of officers per thousand residents that a department should employ, that is not the case. The International Association of Chiefs of Police states that ready-made, universally applicable patrol staffing standards do not exist. Furthermore, ratios such as officers-per-thousand population are inappropriate to use as the basis for staffing decisions.
According to Public Management magazine (March 2004), “A key resource is discretionary patrol time, or the time available for officers to make self-initiated stops, advise a victim in how to prevent the next crime, or call property owners, neighbors, or local agencies to report problems or request assistance. Understanding discretionary time, and how it is used, is vital. Yet most police departments do not compile such data effectively. To be sure, this is not easy to do and, in some departments, may require improvements in management information systems.”
23 Essentially, “discretionary time” on patrol is the time available each day when officers are not committed to handling calls for service (CFS) and workload demands from the public. It is “discretionary” and intended to be used at the officer’s discretion to address community problems. It should also be available in the event of emergencies. When there is no discretionary time, officers are entirely committed to service demands, do not get the chance to address other community problems that do not arise through 911, and are unavailable in times for serious emergency. The lack of discretionary time indicates a department is understaffed. Conversely, when there is too much discretionary time, officers are idle. This is an indication that the department is overstaffed.
Staffing decisions, particularly for patrol, must be based on actual workload. Once the actual workload is determined, the amount of discretionary time is determined, and then staffing decisions can be made consistent with the agency’s policing philosophy and the community’s ability to fund it. The SLOPD is a full-service law enforcement agency, and its philosophy is to address essentially all requests for service in a community policing style. It is necessary to look at workload to understand the impact of this style of policing in the context of community demand.
To understand the actual workload (the time required to complete certain activities), it is critical to review the total reported events within the context of how the events originated, such as through directed patrol, administrative tasks, officer-initiated activities, and community memberinitiated activities. Analysis of this type allows for identifying activities that are really “calls” from those activities that are some other events. Understanding the difference between the various police department events and the resulting staffing implications is critical to determining deployment needs. This portion of the study looks at the police department’s total deployed hours and compares them to the current time spent providing services.
In general, a “Rule of 60” can be applied to evaluate patrol staffing. This rule has two parts. The first part states that 60 percent of the sworn officers in a department should be dedicated to the patrol function (patrol staffing) and the second part states that no more than 60 percent of their time should be committed to calls for service. This commitment of 60 percent of their time is referred to as the Patrol Saturation Index (SI).
The Rule of 60 is not a hard-and-fast rule, but rather a starting point for discussion on patrol deployment. Resource allocation decisions must be made from a policy and/or managerial perspective through which costs and benefits of competing demands are considered. The patrol saturation index indicates the percentage of time dedicated by police officers to public demands for service and administrative duties related to their jobs. Effective patrol deployment would exist at amounts where the saturation index was less than 60.
This Rule of 60 for patrol deployment does not mean the remaining 40 percent of time is downtime or break time. It reflects the extent that patrol officer time is saturated by calls for service. The time when police personnel are not responding to calls should be committed to management-directed operations. This is a more focused use of time and can include supervised allocation of patrol officer activities toward proactive enforcement, crime prevention, community policing, and community member safety initiatives. It will also provide prepared and available resources in the event of a large-scale emergency.
From an organizational standpoint, it is important to have uniformed patrol resources available at all times of the day to deal with issues such as proactive enforcement, community policing, and emergency response. Patrol is generally the most visible and available resource in policing, and the ability to harness this resource is critical for successful operations.
24 From an officer’s standpoint, once a certain level of CFS activity is reached, the officer’s focus shifts to a CFS-based reactionary mode. Once a threshold is reached, the patrol officer’s mindset shifts from looking for ways to deal with crime and quality-of-life conditions in the community to continually preparing for the next call for service. After a point of CFS saturation, officers cease proactive policing and engage in a reactionary style of policing. The outlook becomes, “Why act proactively when my actions are only going to be interrupted by a call for service?” Uncommitted time is spent waiting for the next call. The saturation threshold is generally considered to be 60 percent.
Rule of 60 – Part 1
The law enforcement (Patrol, DB, Support Services) side of the SLOPD has a total of 61 sworn personnel: 3 Command Staff, 4 Lieutenants, 8 Sergeants, 9 Detectives, and 37 police officers).
There are 2 Lieutenants, 6 Sergeants, and 34 officers assigned to patrol; thus, 68 percent of the sworn officers are dedicated to patrol to handle calls for service. This meets the first standard.
Rule of 60 – Part 2
The second part of the “Rule of 60” examines workload and discretionary time and suggests that no more than 60 percent of time should be committed to calls for service. In other words, CPSM suggests that no more than 60 percent of available patrol officer time be spent responding to the service demands of the community. The remaining 40 percent of the time is the “discretionary time” for officers to be available to address community problems and be available for serious emergencies.
It is CPSM’s contention that patrol staffing is optimally deployed when the SI is in the 60 percent range. A SI greater than 60 percent indicates that the patrol workforce is largely reactive and overburdened with CFS and workload demands. A SI of somewhat less than 60 percent indicates that patrol personnel is optimally staffed. SI levels much lower than 60 percent, however, indicate patrol resources that are underutilized, and signals an opportunity for a reduction in patrol resources or reallocation of police personnel.
Departments must be cautious in interpreting the SI too narrowly. For example, one should not conclude that SI can never exceed 60 percent at any time during the day, or that in any given hour no more than 60 percent of any officer’s time be committed to CFS. The SI at 60 percent is intended to be a benchmark to evaluate overall service demands on patrol staffing. When SI levels exceed 60 percent for substantial periods of a given shift, or at isolated and specific times during the day, then decisions should be made to reallocate or realign personnel to reduce the SI to levels below 60. Lastly, this is not a hard-and-fast rule, but a benchmark to be used in evaluating staffing decisions.
The 911/dispatch center recorded approximately 23,723 events that were assigned call numbers and which include an adequate record of a responding unit. When measured daily, the department reported an average of 64.8 patrol-related events per day. The data Table 5-3 eliminates events for directed patrol or out-of-service activities rather than specific calls. Other events had fewer than 30 seconds spent on the call (indicating the call had been canceled) or lacked arrival times or other pertinent call information, and these are also excluded. After excluding these categories, the analysis focused on the remaining 23,723 calls for service. The data includes officer-initiated and community-initiated activities, e.g., residents, alarm companies, transfers from other law enforcement agencies, etc. Again, these figures only represent the primary patrol workload.
25 TABLE 5-3: Calls per Day, by Category
Category No. of CallsCalls per Day
Accident 791 2.2
Alarm 1,227 3.4
Animal call 129 0.4
Assist community member 1,695 4.6
Assist other agency 654 1.8
Crime against persons 328 0.9
Crime against property 3,120 8.5
Disturbance 5,206 14.2
Investigation 3,435 9.4
Mental health 35 0.1
Miscellaneous 86 0.2
Suspicious incident 3,330 9.1
Traffic enforcement 775 2.1
Traffic stop 204 0.6
Violation 2,572 7.0
Warrant (or) arrest 136 0.4
Total 23,723 64.8
Note: The focus here is on recorded calls rather than recorded events. We removed 957 events with zero time on scene.
Observations:
■ On average, there were 64.8 calls per day, or 2.7 per hour. ■ The top three categories accounted for 65 percent of calls:
□ 22 percent of calls were disturbances.
□ 15 percent of calls were crimes.
□ 14 percent of calls were investigations.
□ 14 percent of calls were suspicious incidents.
§ § §
26 FIGURE 5-1: Percentage Calls per Day, by Category
Note: The figure combines categories in the following table according to the description in Chart 9-1. § § §
27 FIGURE 5-2: Calls per Day, by Initiator and Month
TABLE 5-4: Calls per Day, by Initiator and Months
Initiator Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Community 60.7 55.6 58.0 61.4 56.8 52.3 54.5 55.8 52.5 54.8 58.5 63.6 Police 6.2 7.4 8.7 6.7 6.9 7.9 8.1 9.1 8.6 7.4 6.7 9.7
Total 66.9 63.0 66.7 68.1 63.8 60.2 62.6 64.9 61.2 62.2 65.3 73.3 Observations:
■ The number of calls per day was the lowest in December. ■ The number of calls per day was highest in June.
■ The months with the most calls had 22 percent more calls than the months with the fewest calls.
■ June had the most police-initiated calls, with 57 percent more than July, which had the fewest.
■ June had the most community-initiated calls, with 22 percent more than December and March, which had the fewest.
28 FIGURE 5-3: Calls per Day, by Category and Month
Note: The figure combines categories in the following table according to the description in Chart 9-1 § § §
29 TABLE 5-5: Calls per Day, by Category and Month
Category Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Accident 2.3 1.9 1.8 1.8 2.0 2.2 2.1 2.1 1.8 2.6 2.4 3.0 Alarm 3.8 3.4 3.2 3.2 3.8 3.4 3.3 3.9 3.3 2.5 2.7 3.8
Animal call 0.7 0.3 0.2 0.2 0.3 0.5 0.3 0.3 0.2 0.3 0.4 0.5 Assist community member 4.0 3.9 3.8 6.3 5.3 4.1 5.0 4.0 3.7 4.4 5.2 5.9 Assist other agency 2.0 1.7 2.1 1.8 1.8 1.6 1.8 1.9 1.6 1.7 1.3 2.1 Crime against persons 1.1 0.6 1.1 0.7 0.4 0.9 1.2 1.0 1.1 0.8 1.0 0.8 Crime against property 7.8 8.5 7.8 7.9 8.1 9.4 8.8 8.7 9.0 9.7 7.9 8.7 Disturbance 15.4 13.2 15.9 15.4 12.7 13.0 14.0 14.6 13.6 11.6 15.0 16.2 Investigation 10.0 8.8 9.9 9.5 9.8 8.5 8.8 8.8 8.9 9.2 10.1 10.1 Mental health 0.1 0.1 0.1 0.0 0.1 0.1 0.2 0.1 0.1 0.1 0.0 0.0 Miscellaneous 0.6 0.2 0.2 0.1 0.1 0.1 0.2 0.3 0.3 0.1 0.2 0.4 Suspicious incident 9.6 10.1 10.0 10.1 9.3 7.2 7.2 9.3 7.1 9.6 9.1 10.6 Traffic enforcement 2.0 1.9 2.1 2.6 2.1 1.7 1.6 1.8 1.9 2.4 2.4 2.8 Traffic stop 0.3 0.3 0.4 0.3 0.2 0.5 0.5 0.8 0.7 0.7 0.8 1.1 Violation 6.8 7.8 7.6 8.0 7.2 6.5 7.1 6.7 7.4 6.1 6.3 6.8 Warrant (or) arrest 0.2 0.2 0.4 0.2 0.4 0.5 0.5 0.6 0.4 0.3 0.4 0.6 Total 66.9 63.0 66.7 68.1 63.8 60.2 62.6 64.9 61.2 62.2 65.3 73.3 Note: Calculations were limited to calls rather than events.
Observations:
■ The top four categories averaged between 63 and 67 percent of calls throughout the year. □ Disturbance calls averaged between 11.6 and 16.2 calls per day throughout the year. □ Crime calls averaged between 8.5 and 10.5 calls per day throughout the year. □ Investigation calls averaged between 8.5 and 10.1 calls per day throughout the year. □ Suspicious incident calls averaged between 7.1 and 10.6 calls per day throughout the year. ■ Crime calls accounted for 13 to 17 percent of total calls throughout the year. § § §
30 FIGURE 5-4: Primary Unit’s Average Occupied Times, by Category and Initiator Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1.
§ § §
31 TABLE 5-6: Primary Unit’s Average Occupied Times, by Category and Initiator Category Community-Initiated Police-Initiated
Minutes Calls Minutes Calls
Accident 42.9 754 24.6 37
Alarm 13.9 1,224 9.6 3
Animal call 25.0 126 12.5 3
Assist community member 27.8 1,633 17.5 62
Assist other agency 40.5 632 25.0 22
Crime against persons 62.0 304 45.7 24
Crime against property 29.1 2,894 16.1 226
Disturbance 22.8 5,085 24.7 121
Investigation 28.2 3,226 20.1 209
Mental health 54.7 34 17.4 1
Miscellaneous 33.0 47 34.4 39
Suspicious incident 24.1 2,535 17.1 795
Traffic enforcement 21.0 594 30.1 181
Traffic stop 20.5 2 28.8 202
Violation 20.8 1,778 9.9 794
Warrant (or) arrest 82.9 9 41.8 127
Weighted Average/Total Calls 26.3 20,877 18.9 2,846
Note: The information in Figure 5-4 and Table 5-6 is limited to calls and excludes all events that show zero time on-scene.
A unit’s occupied time is measured as the time from when the unit was dispatched until the unit becomes available again. The times shown are the average occupied minutes per call for the primary unit, rather than the total occupied minutes for all units assigned to a call. Observations below refer to times shown within the figure rather than the table.
Observations:
■ A unit's average time spent on a call ranged from 10 to 39 minutes overall. ■ The longest average times were for police-initiated general noncriminal calls. ■ The average time spent on crime calls was 32 minutes for community-initiated calls and 19 minutes for police-initiated calls.
§ § §
32 FIGURE 5-5: Number of Responding Units, by Initiator and Category Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1.
§ § §
33 TABLE 5-7: Average Number of Responding Units, by Initiator and Category Category Community-Initiated Police-Initiated
No. of Units Calls No. of Units Calls
Accident 1.9 754 1.5 37
Alarm 2.1 1,224 3.3 3
Animal call 1.4 126 1.3 3
Assist community member 1.4 1,633 1.4 62
Assist other agency 2.2 632 1.8 22
Crime against persons 2.1 304 2.5 24
Crime against property 1.7 2,894 1.4 226
Disturbance 2.1 5,085 2.2 121
Investigation 1.8 3,226 1.3 209
Mental health 2.7 34 2.0 1
Miscellaneous 1.2 47 1.5 39
Suspicious incident 2.0 2,535 1.7 795
Traffic enforcement 1.6 594 1.9 181
Traffic stop 1.0 2 2.2 202
Violation 1.5 1,778 1.2 794
Warrant (or) arrest 2.9 9 2.2 127
Weighted Average/Total Calls 1.9 20,877 1.6 2,846
Note: The information in Figure 5-5 and Table 5-7 is limited to calls and excludes all events that show zero time on-scene. § § §
34 FIGURE 5-6: Number of Responding Units, by Category, Community-initiated Calls
Note: The figure combines categories using weighted averages from the following table according to the description in Chart 9-1.
§ § §
35 TABLE 5-8: Number of Responding Units, by Category, Community-initiated Calls Category Responding Units
One Two Three or More
Accident 396 206 152
Alarm 153 867 204
Animal call 89 33 4
Assist community
member
1,191 347 95
Assist other agency 209 250 173
Crime against persons 139 78 87
Disturbance 1,113 2,982 990
Investigation 1,182 1,605 439
Mental health 2 17 15
Miscellaneous 39 5 3
Suspicious incident 796 1,307 432
Traffic enforcement 359 176 59
Traffic stop 2 0 0
Violation 1,039 608 131
Warrant (or) arrest 1 3 5
Total 8,004 9,724 3,149
Observations:
■ The overall mean number of responding units was 1.6 for police-initiated calls and 1.9 for community-initiated calls.
■ The mean number of responding units was as high as 3.3 for alarm calls that were policeinitiated. However, there were only three calls of this type, ■ Police-initiated disturbance calls had the second-highest mean number of responding units at 2.2.
■ 38 percent of community-initiated calls involved one responding unit. ■ 47 percent of community-initiated calls involved two responding units. ■ 15 percent of community-initiated calls involved three or more responding units. ■ The largest group of calls with three or more responding units involved disturbances. § § §
36 The CPSM data analysis in the second part of this report provides a rich overview of CFS and staffing demands experienced by the SLOPD. The analysis here looks specifically at patrol deployment and how to maximize the department's personnel resources to meet the demands of calls for service while also engaging in proactive policing to combat crime, disorder, and traffic issues in the community.
Figures 5-7 through 5-18 represent deployment, workload, and the “saturation” of patrol resources in the SLOPD during the two months (seasons) on which we focused our workload analysis. By “saturation,” we mean the amount of time officers spend on patrol and handling service demands from the community. In other words, how much of the day is “saturated” with workload demands? This “saturation” is the comparison of workload with available personnel over an average day during the months selected.
For the entire study CPSM evaluated data from January 4, 2023, through August 31, 2024. For this detailed workload analysis, we used two eight-week sample periods. The first period is from July 7 through August 31, 2023, or summer, the second is from January 4 through February 28, 2024, or winter.
The SLOPD’s main patrol force deployed an average of 5.6 officers per hour in summer 2023, and an average of 6.5 police officers per hour during the 24-hour day in winter 2024. Deployed officers spike during shift change, at 7:00an and 7:00pm as both dayshift and nightshift officers are counted towards the number of deployed officers.
We considered only those personnel who reported for duty rather than authorized staffing levels and describe the deployment and workload in distinct steps, distinguishing between summer and winter, and between weekdays (Monday through Friday), and weekends (Saturday and Sunday).
§ § §
37 FIGURE 5-7: Deployed Officers, Weekdays, Summer 2023 FIGURE 5-8: Deployed Officers, Weekends, Summer 2023
38 FIGURE 5-9: Deployed Officers, Weekdays, Winter 2024 FIGURE 5-10: Deployed Officers, Weekends, Winter 2024
39 Observations:
■ For Summer (July 7 through August 31, 2023):
□ The average deployment was 6.8 units per hour during the week and 5.5 units per hour on the weekend.
□ Average deployment varied from 4.3 to 9.1 units per hour on weekdays and 4.0 to 7.3 units per hour on weekends.
■ For Winter (January 4 through February 28, 2024):
□ The average deployment was 7.2 units per hour during the week and 6.9 units per hour on the weekend.
□ Average deployment varied from 5.0 to 10.5 units per hour on weekdays and 5.3 to 9.6 units per hour on weekends.
In the next four figures we examine the allocation of time to workload by category for deployed personnel. The numbers at the left side of the figures represent the number of personnel on duty.
Moving right across the figure, staffing is reflected by hour of day over the 24-hour day. For instance, at noon, there are approximately 9 officers on patrol duty. This would include, approximately two traffic and bicycle officers, reflected as Added Patrol (dark green). Of those 9 personnel deployed at noon, approximately 2.5 were committed to a community-generated activity, 2.5 were out of service, 0.5 were involved in directed patrol or on a self-initiated activity, and 3.5 were in added patrol service. Again, these are averages over the eight-week period. § § §
40 FIGURE 5-11: Deployment and All Workload, Weekdays, Summer 2023 FIGURE 5-12: Deployment and All Workload, Weekends, Summer 2023
41 FIGURE 5-13: Deployment and All Workload, Weekdays, Winter 2024 FIGURE 5-14: Deployment and All Workload, Weekends, Winter 2024 Note: Figures 5-11 to 5-14 show deployment along with all workloads from community-initiated calls and police-initiated calls, directed patrol work, and out-of-service work.
42 Observations:
Summer:
■ Community-initiated work:
□ Average community-initiated workload was 1.8 units per hour during the week and 1.6 units per hour on weekends.
□ This was approximately 26 percent of hourly deployment during the week and 30 percent of hourly deployment on weekends.
■ All work:
□ Average workload was 4.3 units per hour during the week and 3.1 units per hour on weekends.
□ This was approximately 63 percent of hourly deployment during the week and 57 percent of hourly deployment on weekends.
Winter:
■ Community-initiated work:
□ Average community-initiated workload was 1.7 units per hour during the week and 1.8 units per hour on weekends.
□ This was approximately 24 percent of hourly deployment during the week and 26 percent of hourly deployment on weekends.
■ All work:
□ Average workload was 4.2 units per hour during the week and 3.7 units per hour on weekends.
□ This was approximately 58 percent of hourly deployment during the week and 54 percent of hourly deployment on weekends.
In the following four figures the saturation index is explored. Patrol resources available are denoted by the dashed black line at the top. The 100 percent value indicates the total police officer hours available during the 24-hour period. The number of personnel may vary during the day, consistent with the staffing of the shifts, but at any given hour, the total amount of available personnel will equal 100. The red dashed line fixed at the 60 percent level represents the saturation index (SI). As discussed above in the Rule of 60, Part 2, this is the point at which patrol resources become largely reactive as CFS and workload demands consume a larger and larger portion of available time. The orange line represents the percentage of available resources committed to community-initiated activity, and the green line represents to percentage of available resources committed to all activity (community-initiated and self-initiated). § § §
43 FIGURE 5-15: Percentage of Workload, Weekdays, Summer 2023 FIGURE 5-16: Percentage of Workload, Weekends, Summer 2023
44 FIGURE 5-17: Percentage of Workload, Weekdays, Winter 2024 FIGURE 5-18: Percentage of Workload, Weekends, Winter 2024
45 Observations:
Summer:
■ Community-initiated work:
□ During the week, workload reached a maximum of 44 percent of deployment between 5:00 p.m. and 5:30 p.m. and between 7:15 p.m. and 7:30 p.m. □ On weekends, workload reached a maximum of 47 percent of deployment between 7:15 p.m. and 7:30 p.m.
■ All work:
□ During the week, workload reached a maximum of 81 percent of deployment between 7:15 p.m. and 7:30 p.m.
□ On weekends, workload reached a maximum of 83 percent of deployment between 7:15 p.m. and 7:30 p.m.
Winter:
■ Community-initiated work:
□ During the week, workload reached a maximum of 41 percent of deployment between 5:30 p.m. and 5:45 p.m.
□ On weekends, workload reached a maximum of 42 percent of deployment between 1:45 p.m. and 2:00 p.m.
■ All work:
□ During the week, workload reached a maximum of 74 percent of deployment between 12:15 p.m. and 12:30 p.m. and between 12:45 p.m. and 1:00 p.m. □ On weekends, workload reached a maximum of 72 percent of deployment between 1:30 p.m. and 2:00 p.m. and between 5:30 p.m. and 5:45 p.m.
The data reveals that, given present deployment numbers, the SLOPD’s main patrol force is under stress throughout the day during summer and winter, both weekdays and weekends. Daily saturation indexes are in the low- to mid-40s percentage range for community-initiated work; however, the saturation index is in the mid-70s and low-80s percentage range for all work for both summer and winter. Notably, weekdays appear to be most busy between 7:00 a.m. and 2:00 a.m. The need for additional officers during the identified hours would affect the various watches throughout the day.
The addition of a mid-day 10-hour shift should be considered to cover the hours that see the highest saturation index. The time periods under observation suggest that SLOPD officers on patrol operate in an almost entirely reactive mode.
Patrol Deployment Recommendations:
■ It is recommended that the role of the lieutenant watch commander be evaluated to make it more of a patrol operational role to allow more functional supervision. (Recommendation No. 1.)
46 ■ CPSM recommends evaluating and reducing supervisory collateral duties to ensure more proactive field supervision. (Recommendation No. 2.)
■ CPSM recommends that a more formal senior officer program be created and those selected for this role attend leadership and in-service supervisor training. These officers can act as a force multiplier and can be utilized to handle minor field issues requiring a supervisor’s perspective. (Recommendation No. 3.)
■ CPSM recommends that SLOPD Increase minimum staffing levels of patrol shifts by two police officers between the hours of 7:00 a.m. and 2:00 a.m. This can be accomplished by adding personnel to day-watch and a mid-day watch by adding six officers and a patrol supervisor. (Recommendation No. 4.)
■ Examine shift deployment schedules and adjust as necessary to better align available personnel with workload demands. (Recommendation No. 5.) ■ Add a mid-day watch shift and one additional supervisor for the watch on a 4-10 schedule. (Recommendation No. 6.)
COMMUNITY SERVICE OFFICERS
Community Service Officers (CSOs) are civilian employees who perform limited duties, generally not involving instances where suspects are present or known. Their duties typically include report writing, parking enforcement, traffic control, handling abandoned autos, and evidence collection, among others. The value of CSOs cannot be overstated. They relieve officers from handling a myriad of duties that would otherwise encumber officers’ availability to respond on more serious incidents and/or engage in community policing strategies. Additionally, operational costs associated with CSOs, including hiring, training, equipment, and salaries and benefits, are significantly lower than for sworn police officers.
As police agencies evaluate the propriety of utilizing CSOs as part of their workforce, and to what extent, they must consider whether sufficient workload demands exist to warrant their utilization. Where sufficient workload demands exist, they are a cost-effective alternative to sworn police officers, without a compromise in service.
According to the Police Executive Research Forum report on Embracing Civilianization, depending on how agencies choose to use them, CSOs have tremendous potential to dramatically reduce the time sworn personnel spend on calls for service, thereby increasing the amount of time officers can engage in proactive enforcement, interact with the community, and solve the crime.
The Patrol Division is budgeted for six CSOs. At the time of the site visit, one vacancy existed for a one-year contract position that would increase the CSO positions to seven. Coverage is scheduled seven days per week as staffing allows. Four CSOs are dedicated to the downtown area and two handle citywide CFS.
The utilization of the CSOs and their current deployment numbers are appropriate for the City of San Luis Obispo. However, CPSM learned that the CSOs often receive conflicting instructions related to their duties and they are concerned that their duties conflict with department policy; for example, a CSO can be assigned a call for service that by policy would require response by two police officers. CPSM recommends that the CSOs be provided with specific delineated duties. CPSM also recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community's and the department’s
47 needs. CPSM recommends that the response to calls for service by CSOs be in line with their training and in compliance with department policy.
Community Service Officers Recommendations:
■ CPSM recommends that the CSOs be provided with specific delineated duties. (Recommendation No. 7.)
■ CPSM recommends the department reevaluate the criteria for deployment and response by CSOs to calls for service so as to meet the community’s and the department’s needs. (Recommendation No. 8.)
■ CPSM recommends that the response to calls for service by CSOs be in line with their training and in compliance with department policy. (Recommendation No. 9.)
TRAFFIC UNIT
Traffic safety and the efficient flow of transportation should be a focus of all field enforcement teams of any municipal police agency. Accidents that can be prevented can save lives as well as millions of dollars in damages and potential liability. A goal of any law enforcement traffic unit is to eliminate and reduce traffic collisions. This may be achieved through the application of such techniques as geographic/temporal assignment of personnel and equipment and the establishment of preventive patrols to deal with specific categories of unlawful driving behavior The SLOPD Traffic Unit is currently staffed with one sergeant and two police officers’ there is one police officer vacancy. The unit rides police motorcycles (motors) with a primary duty assignment of traffic law enforcement and accident investigations; officers are also used to supplement deployment shortages in patrol. The traffic unit, when fully staffed has two motors working the day shift, generally from 7:00 a.m. to 5:00 p.m., and one motor working 9:00 a.m. to 7:00 p.m. No traffic officers are assigned to work Saturday or Sundays.
Traffic enforcement techniques should be based on accident data, enforcement activity records, traffic volume, and traffic conditions. SLOPD should provide enforcement efforts toward violations, not only in proportion to the frequency of their occurrence in accident situations, but in terms of traffic-related needs. The SLOPD should continue to embrace the mission of reducing accidents, reducing injuries, and saving lives through enforcement, education, and road improvements through data collection and collaborating with engineering services in the City of San Luis Obispo.
CPSM learned that, due to the vacant crime analysis position, traffic analysis has been limited.
Traffic enforcement is being conducted based on local and historical knowledge of the officers.
Additionally, because traffic officers are routinely used to supplement shortages in patrol in order to meet staffing minimums or tasked to handle accident reconstruction cases, one to no traffic officers were routinely assigned to work traffic.
48 TABLE 5-9: San Luis Obispo Traffic-related Information Type 2020 2021 2022
Total Collisions 288 399 435
Collisions - Pedestrian 19 32 36
Collisions - Bicycle 23 36 35
Total Traffic Cites 2,522 2,408 3,293
Traffic Cites - Pedestrian 287 259
Traffic Cites - Bicycle 157 308
DUI Arrests 114 108 140
Warnings 2,633 2,304 2,172
Source: SLOPD Annual Report and 2022 Addendum
CPSM recommends data from the top 10 intersections with the most traffic accidents and top 10 locations for traffic complaints be used to generate a monthly report for the supervisors to review and share with traffic and patrol teams. This will help to ensure traffic stops are occurring where needed to address safety issues. Additionally, the primary collision factors of these accidents should be examined to capture reasons behind such incidents. This could also evolve into disseminating a “Moving Citation of the Month” advisement to patrol to increase awareness and enforcement as needed to mitigate most common causes of accidents. This approach could entail the creation of written traffic safety plans, monthly reports using traffic crash data to identify times/days/locations/causes of traffic crashes, and holding patrol shifts accountable for implementing this plan.
Traffic Unit Recommendations:
■ CPSM recommends that the motor vacancy be filled. (Recommendation No. 10.) ■ CPSM recommends that SLOPD continue to embrace the mission philosophy of enforcement, education, and engineering. This will ensure a focused approach to handling traffic incidents and will maximize the traffic unit’s efforts. (Recommendation No. 11.) ■ CPSM recommends that the traffic staffing be used primarily for the traffic mission. (Recommendation No. 12.)
■ CPSM recommends data from the top 10 collision locations and top 10 traffic complaint locations be used to generate a monthly report for supervisors to review and share with field enforcement teams to ensure traffic stops are occurring where needed to address safety issues. (Recommendation No. 13.)
DOWNTOWN BICYCLE OFFICERS
The bicycle detail is made up of four police officers supervised by a patrol sergeant. At the time of the CPSM site visit, one position was vacant. All bicycle officers are assigned to work the downtown district of San Luis Obispo, When the detail is fully staffed, two bicycle officers work Monday through Thursday from 7:00 a.m. to 5:00 p.m. (currently only one bicycle officer is assigned this shift). The remaining two bicycle officers are assigned to work Wednesday through Saturday, 5:00 p.m. to 3:00 a.m.
This is a primary duty assignment that is deployed regularly and at special events. The bicycle patrol officers provide a more mobile alternative to the use of a foot patrol officer. The
49 increased versatility of this assignment allows for more rapid response to calls and for the expansion of patrol areas while still enabling the officer to engage in community policing activities.
The bicycle detail assists conventional police cruiser units in the downtown business district, in public parks, and in other areas that are not accessible to traditional police cruisers. They are often deployed at the farmer’s market and special town events. The Bicycle Unit is used to encourage community policing partnerships with residents, business owners, students, and tourists who live, work, visit, and study in San Luis Obispo every year. Bicycle officers are deployed on the day shift and night shift in the downtown area for high visibility; however, the number of bicycle patrol units deployed varies depending on the need and availability of the intended reason for deployment.
All bicycle officers have completed a state-certified police bicycle training course. According to SLOPD, all bicycle-certified officers are current in their training. CPSM found that the staffing for the intended use of the bicycle detail was appropriate.
Downtown Bicycle Officers Recommendation:
■ CPSM recommends that the vacancy in the bicycle detail be filled. (Recommendation No. 14.)
COMMUNITY ACTION TEAM
The Community Action Team (CAT) identifies issues and crime trends that negatively affect the quality of life for residents, business owners, and visitors in the City of San Luis Obispo. One officer collaborates with a social worker to connect people with services and resources for housing, addiction counseling, food insecurity, mental health support, and family reunification. CAT works collaboratively with various organizations, including other city departments, social service agencies, private businesses, and non-profits, to address concerns and needs.
During the CPSM site visit, SLOPD was deploying one police officer and one technician and had one vacancy. The deployment and staffing of the CAT was appropriate for the Department.
Community Action Team Recommendation:
■ CPSM recommends that the current vacancy be filled. (Recommendation No. 15.)
CRIME ANALYSIS UNIT
Crime analysis is an essential function within police agencies; effective crime analysis helps support criminal investigations, enhances prosecutorial efforts, and facilitates operational functions. Technological advances have enabled new ways to commit crime and new ways to measure, locate, and visualize it. Crime analysis is a challenging endeavor, demanding extensive time for data collection, classification, and pattern identification.
The SLOPD crime analyst position was vacant when this report was written. According to SLOPD, limited crime intelligence is predominantly carried out by sworn personnel in a “self-serve” fashion. Although this method of crime analysis is a stopgap, the vacant analyst position takes sworn personnel away from their primary duty assignments. Additionally, comparative analysis between sworn and professional staff could determine the quantity and quality of data collected.
50 Crime Analysis Unit Recommendation:
■ It is recommended that the crime analysis vacancy be filled and continue being a civilian position. (Recommendation No. 16.)
§ § §
51 SECTION 6. ADMINISTRATIVE / INVESTIGATIVE
BUREAU
The Administrative / Investigative Bureau is commanded by a lieutenant. The Bureau has a wide range of units and responsibilities including detectives, special enforcement team, training and hiring unit, the records section, property and evidence, and internal affairs. The lieutenant reports to the Administrative Deputy Chief.
This chapter of the report will focus on the following units and responsibilities:
■ Detectives.
■ Special Enforcement Team (SET).
■ School Resource Officer (SRO).
■ Training and Hiring Unit.
■ Internal Affairs.
DETECTIVES
Determining functional detective staffing requires an examination of workflow levels, which may provide several operational, administrative, and community-based advantages when performed correctly. An optimum number of detectives must be assigned based on accurate data, performance measures, and case management processes. Outcomes must also improve the culture of the San Luis Obispo Police Department, meet community expectations, and be recognized as a useable and affordable strategy by the City of San Luis Obispo.
Under the direction of the Administrative Deputy Chief, the Investigative Division Lieutenant commands all detective operations.
One sergeant supervises the five detectives. Two detectives are assigned property crimes (burglary, grand theft, fraud, etc.), while three detectives work crimes against persons (robbery, assault, rape, murder). Property detectives are cross-trained in child abuse and sexual assault investigations, which is an approach found in similar-sized police organizations. All detectives are subject to being on call on a rotating basis. The Investigative Division is unique in that it also includes one School Resource Officer (SRO). The SRO is mainly assigned to the high school but is available for the middle school as well; however, the SRO may be assigned investigative cases involving students.
Policy / Standard Operating Procedures (SOPs)
The department’s investigative functions are guided by various policies and standard operating procedures. These were reviewed by CPSM and found to be comprehensive, with no impact on staffing levels. The SOPs provide step-by-step direction to staff regarding the following:
■ Case assignment.
■ Case management.
52 ■ Case file maintenance.
■ Procedures to follow in various investigations.
■ Procedures to follow when conducting interviews/interrogations, etc.
Staffing and Vacancy Review
Investigative/detective staffing levels are authorized and staffed as shown in the following table.
TABLE 6-1: Investigative/Detectives Authorized Staffing Levels, 2024 Position Authorized Actual Vacant
Lieutenant 1 1
Sergeant 2 2
Detective (Persons) 3 3
Detectives (Property) 2 2
Detective (SET) 4 2 2
School Resource Officer 1 1
Total Sworn 13 11 2
Source: San Luis Obispo Police Department
SLOPD Detectives hold the rank of police officer but are referred to as detectives while assigned to the Investigations Division. Selection for this assignment is based upon the discretion of the department and follows a formal interview process where the candidate’s prior work/initiative, report writing skills, and training are considered.
It is noted that the SLOPD detective function is fully staffed with no vacancies, a staffing level seldom achieved by a law enforcement agency; this is an achievement worth noting.
Occasionally, SLOPD officers rotate into temporary detective positions due to limited work restrictions based on an injury or other occurrence.
As CPSM assesses staffing levels, we will also examine crime data, tempo of work, and associated tasks that require a closer examination for a realistic assessment. As an example, over the past decade, violent crime in the city has increased along with the tempo of calls for service; however, the detective staffing has remained the same over the past decade. In offering staffing recommendations, we will take this history into account.
Work Schedule
Detective operations are on a 4/10 schedule, generally from 7:30 a.m. to 5:30 p.m. on weekdays. Detectives also serve on-call schedules as agreed upon through Memorandums of Understanding. The work hours do not impact staffing levels and are contemporary.
Workload and Case Management
Detective case assignments are based on several factors listed in SLOPD policy and practiced within the Investigative Unit. The detective sergeant is responsible for evaluating and assigning cases once the Records Section completes the report merging process into the RMS system.
Cases are assigned based on whether the crime is a crime of property or committed against a person. If it is related to burglary, robbery, theft, fraud, or vandalism, the case is assigned to the property crimes detectives. When the crime involves rape, child abuse, homicide, major assault,
53 or child pornography, it will be assigned to one of three crimes against persons detectives. Arson cases are unique and assigned to any one of the five detectives depending on several factors at the time of the review. Other factors that impact the triaging of cases include a detective’s current caseload, types of cases, or the size and duration of a major case. Additionally, training, vacation, and other ancillary duties impact a detective’s availability. These factors offer valuable insight for CPSM and are helpful in determining functional staffing levels.
In evaluating workload and case management, CPSM applies best practice recommendations offered by organizations such as IACP, PERF, U.S. DOJ, and other law enforcement institutions.
IACP offers several recommendations that are provided below as guidance in determining workload and staffing levels:
■ IACP recommends reduced use of paper-based investigative tracking and management and SLOPD has performed well in this objective.
■ IACP recommends higher utilization of records management systems (RMS) and using these systems to their capacity. The SLOPD has attained many best practices with its utilization of its RMS; however, it does not use the clearance rate management system to its full capacity. ■ IACP recommends agencies develop purpose-built case management systems that use searchable digital case folders, analytical tools, alert systems, and real-time visibility for supervisor evaluation. The SLOPD uses Spillman Technologies on most of these platforms and should seek to improve the use of Spillman Technology for case clearance management.
The SLOPD’s achievements in several aspects of the IACP recommendations demonstrates positive performance indicators in adopting national best practices. One of the many challenges in determining staffing levels is the use of collateral or ancillary duties to solve organizational challenges and other emerging issues. Often, agencies similar in staffing levels as SLOPD struggle with increasing funding for higher staffing levels, so many times detectives are tasked with a multitude of divisional and organizational responsibilities. CPSM found that the ancillary duties of SLO detectives include multiple responsibilities that exceed most similar-sized agencies CPSM has visited. The range of other duties and responsibilities were gathered for this study and are listed below; they are certain to have an impact on caseloads and the length of the average investigation time.
■ Candidate background investigations.
■ Crime scene evidence collection.
■ Child sexual abuse material (ICAC).
■ Bomb task force.
■ SWAT.
■ IT-related duties.
■ Evaluation of E-Scars (Suspected Child Abuse Reports). ■ Drone team.
■ Peer support.
■ Range master.
■ Mobile field force.
54 ■ Sex registrations.
■ Pawn management.
■ Sexual abuse response team.
Since these ancillary duties are divided among just five detectives, they may present a high volume of daily tasks unrelated to a detective’s caseload. After our review of the ancillary duties, CPSM recommends that SLOPD executive staff establish an ad-hoc committee to evaluate and recommend how ancillary duties are assigned in order to help reduce collateral workloads for detectives.
The detective workload is difficult due to the pace of activity of San Luis Obispo combined with the limited resources to assign to various other duties. Caseload and staffing recommendations begin with understanding the workflow in the department. Generally, the first contact with SLOPD regarding a service request is made through the emergency 911 call center. For San Luis Obispo, that function is conducted by the department. If the dispatcher (call-taker) determines that an officer must be dispatched, the information on the call is entered into the computeraided dispatch (CAD) system. The CAD system operates on the Spillman Technologies software, which is well-used throughout the United States.
Once the CAD entry closes, the call data/record is automatically transferred to a compatible records management system (RMS), commonly the same platform as the CAD system. These robust RMS platforms generally have multiple compatible sub-platforms, including Detective Case Management and Property and Evidence modules. This is designed to seamlessly transfer applicable information between these compatible platforms, including auto-populating relevant data in these sub-platforms. Spillman's case management component assigns and tracks active cases and is utilized well by detectives at a higher average level than most police departments of similar size. The use of the Spillman Technology software and RMS platform is a positive performance indicator for the department and detectives.
Law enforcement agencies vary widely in case intake policies and practices relative to detective section functions. Some agencies refer all cases to detectives for review and follow-up investigation, where appropriate. In others, only felony cases are generally referred to detectives, while patrol officers are responsible for investigating most misdemeanor cases and some low-level felony cases. Decisions about the case intake processes are often driven by workload demand and staffing levels in detective units.
Currently, the SLOPD utilizes a practice common in similar-sized agencies in assigning certain types of cases with strong leads to patrol officers for investigation. As mentioned, the department has patrol officers investigate crimes and they are often assigned investigations for multiple days and, at times, for lengthier periods. Although this process assists the detectives with their workloads and expands the breadth of the knowledge and skills of patrol officers, it is not without challenges. SLOPD tracks cases assigned to patrol officers on the Spillman case management system; these cases assigned to patrol are reviewed and discussed monthly by the Investigative Division’s lieutenant and sergeant.
In our review, CPSM discovered that the Investigative Division does not closely track clearance rates either for detectives or patrol officer-assigned cases. Tracking caseload clearance is strongly suggested by IACP and PERF and serves as an important characteristic in determining performance and caseload balance. It is recommended that the SLOPD develop a process through Spillman Technologies to track clearance rates for all detectives and cases assigned to patrol officers. Tracking clearance rates will provide data regarding caseloads and assist in developing yearly staffing levels in detectives. Table 6-2 shows the department’s overall
55 clearance rates for 2022, along with State of California and national rates. Table 6-3 shows just the San Luis Obispo and California clearance rates, as the national rates were not available from the FBI reporting system at the time of this report.
One can see that the SLOPD’s robbery and aggravated assaults clearance rates are higher than state and national levels, which is likely reflective of the work by SLOPD detectives. These outcomes are positive achievements and an example of excellence in policing by the department. In Table 6-4, one can see the SLOPD’s clearance rates are higher in all categories except for rape as compared to California. The clearance rates are inclusive of all SLOPD police efforts, and not just for detectives. Again, however, these figures point to an excellent performance outcome.
TABLE 6-2: Reported SLO, California, and National Crime Clearance rates, 2022 Crime San Luis Obispo California National
Crimes Clearances Rate Crimes Clearances Rate Crimes Clearances Rate Murder
Manslaughter 0 0 NA 2,206 1,294 59% 21,797 10,752 49%
Rape 38 2 5% 14,346 3,970 28% 132,997 27,856 21%
Robbery 40 22 55% 47,669 13,356 28% 215,760 51,930 24%
Aggravated
Assault 189 96 51% 128,798 60,502 47% 756,601 334,405 44% Burglary 254 25 10% 143,429 14,348 10% 916,970 125,838 14% Larceny 1,372 96 7% 577,733 12,817 2% 4,947,709 633,098 13% Vehicle Theft 119 16 13% 181,815 37,846 21% 953,827 87,140 9% Source: FBI UCR National Reporting
TABLE 6-3: Reported SLO and California Clearance Rate, 2023 Crime San Luis Obispo California
Crimes Clearances Rate Crimes Clearances Rate
Murder Manslaughter 0 0 NA 1,892 1,166 62%
Rape 32 4 13% 13,723 3,685 27%
Robbery 44 29 66% 49,177 13,943 28%
Aggravated Assault 178 102 57% 135,046 61,055 45%
Burglary 181 32 18% 132,574 13,168 10%
Larceny 997 125 13% 560,414 11,042 6%
Vehicle Theft 90 19 21% 195,853 45,464 8%
Source: SLOPD & California Department of Justice
Workload Demand
To this point, we have discussed staffing, work schedules, and case intake procedures. Here, we will examine how the Investigative Division is positioned to manage workload demand. As previously noted, not all criminal investigations are assigned to a detective. Some are handled in their entirety by patrol officers, handled by the SRO, or closed without further investigation following a review of solvability factors. Major cases reflected in the following table are limited to those assigned to detectives.
56 There are no absolute standards to determine an appropriate caseload for a detective. Some of the options include the following contrasting industry standard recommendations. ■ The International Association of Chiefs of Police (IACP) suggests a detective caseload between 120 and 180 cases per year (10 to 15 per month) is manageable. Based on the current data, SLOPD Detectives are below this mark but would likely have higher totals if all investigations were assigned to detectives. It is not uncommon for police agencies to assign selected violent and serious crimes for assignment while others are handled by Patrol. ■ Other IACP research recommends one detective for every 300 Part I crimes. This metric would suggest that SLOPD needs 5 detectives based on the 2023 Part I crime total of 1,466, the number it has now.
■ A comprehensive 2007 analysis of Florida police departments conducted by the “End Violence Against Women International” (EVAWI) found the average number of cases to be between 72 and 96 per year (excluding homicide and sex crimes). For SLOPD detectives, the number of violent and serious crimes in 2023 per detective was at the low end of this average. ■ Further, a more realistic report by IACP found that the average detective spent less than 60 percent of their time on investigations and nearly 40 percent of their time on other related administrative, operational, and collateral duties as required. In San Luis Obispo, these duties may include community engagement, training, and collateral assignments such as SWAT, peer support, drone operations, and other duties.
■ Based on the detectives’ collateral duties, it can be estimated that the average detective spends less than 60 percent of time on investigations, and, likely nearly 50 percent on other related duties and responsibilities as listed earlier in this segment.
To achieve the 60/40 investigative threshold vs. “other tasks” balance would require SLOPD to reduce the number of collateral duties or add additional staffing to the detective cadre to increase concentrated time on investigations.
The following table provides data that the number of cases assigned to detectives is increasing as of 2023. While considering the highest year caseload (2023), each of the five detectives manages a caseload of approximately 60 cases per year, considered to be manageable before the auxiliary assignments and collateral duties are included into a detective’s daily schedule.
TABLE 6-4: Case Assignments Per Detective, 2021–2023
Unit 2023
Total
2023 Cases
per
Detective
2022
Total
2022 Cases
per
Detective
2021
Total
2021 Cases
per
Detective
Person Crimes 229/3 76.3 129/3 43 146/3 48.6
Property Crime 72/2 36 50/2 25 74/2 37
All Cases 301 60 179/5 35.8 220 44
Source: San Luis Obispo Police Department. The School Resource Officer does not log or track school incidents on
CAD/RMS
Equally, an example of expanding community tasks impacting SLO resources can be measured from the most recent strategic plan, indicating growing needs related to community resources, unsheltered population, and CFS related to a higher population. It also demonstrates the growing workload for all personnel as special projects are established to confront emerging trends.
57 FBI UCR/NIBRS Crime Reporting
The Federal Bureau of Investigation annually produces a Uniform Crime Report (UCR) / National Incident-Based Reporting System (NIBRS) report that provides comprehensive crime and other law enforcement data for agencies nationwide. The states supply the FBI with data after each collect and processes the data received from local agencies. SLO reports such data to the California Department of Justice (Cal DOJ). As we reported on crime rates throughout this report, the data reflects what the FBI UCR/NIBRS published. This data is important for SLOPD leadership to evaluate and determine staffing needs based on emerging issues.
The following table shows the indexed rate of crime in San Lusi Obispo over the ten-year period of 2014 to 2023. Since 2016, the property crime rate has seen a downward trend; however, the rate of violent crime has trended upward. This trend in the rate of violent crime has increased investigative caseloads and associated work. For typical police agencies, this trend in violent crime would require additional resources. This is especially the case because of the growing investigative needs related to searching through social media, cell phone data, and technical data platforms.
TABLE 6-5: Reported SLO, California, and National Crime Rates, by Year Year
San Luis Obispo California National
Population Violent Property Total Population Violent Property Total Population Violent Property Total 2014 46,672 514 3,083 3,597 38,970,399 389 2,430 2,819 324,699,246 357 2,464 2,821 2015 47,116 410 3,914 4,323 39,315,550 424 2,605 3,029 327,455,769 368 2,376 2,744 2016 47,774 373 4,345 4,718 39,421,283 443 2,541 2,984 329,308,297 383 2,353 2,736 2017 47,934 371 3,718 4,089 39,536,653 449 2,497 2,946 325,719,178 383 2,362 2,745 2018 47,885 401 3,778 4,179 39,557,045 447 2,380 2,828 327,167,434 369 2,200 2,568 2019 47,735 402 3,641 4,043 39,959,095 434 2,290 2,724 328,239,523 379 2,010 2,489 2020 46,986 441 3,448 3,888 39,538,223 442 2,139 2,581 331,449,281 399 1,958 2,357 2021 47,326 475 3,892 4,368 39,368,613 466 2,178 2,645 332,031,554 396 1,933 2,329 2022 47,394 563 3,682 4,245 39,114,785 500 2,343 2,843 332,403,650 380 1,954 2,334 2023 48,249 526 2,628 3,154 39,109,070 511 2,273 2,784 NA Note: National crime statistics are not yet available for 2023. § § §
58 Crime Scene & Forensics Investigations
In today's policing environment, forensic evidence, especially trace and biological evidence, is critical in solving crimes and successfully prosecuting offenders. Crime scene technicians must have extensive training, experience, skill, and commitment to master this art. Each is vital to this effort. SLOPD previously had a crime scene technician (civilian) on staff in the early 2000s, but that role was reclassified to a Property and Evidence Technician. The department has approached this challenge with innovation and established a collateral team of four patrol officers for each work shift who have been trained in basic crime scene investigations. The assignment is an innovative approach for law enforcement agencies with limited resources and budgets. SLOPD constructed this auxiliary assignment as a three-year assignments for patrol officers. It has the added benefit of advancing investigative skills.
In addition to the patrol personnel, the department’s detective cadre can also conduct basic crime scene management duties. The nature and seriousness of the offense will dictate the degree to which these processes are required and SLOPD’s use of a call-out team as a collateral assignment has functioned well with limitations. The limitations include homicide, sexual crimes, and other serious incidents; thus, the department maximizes its mutual aid agreement with the County Sheriff’s Office for advanced crime scene investigations. Although no specific data is maintained, it is estimated the crime scene Investigator teams respond to approximately 30 incidents per year.
Computer Forensic Responsibilities
The SLOPD utilizes one civilian forensic computer technician who provides technical investigative consultations on investigations and as well conducts forensic assessments on cell phones, computers, gaming devices, tablets, and other devices. The workload of this position is always constant and produces over 60 supplemental narratives per year as well as the daily technical guidance for search warrants and other work. It is recommended that SLOPD develop a succession plan for this position to avoid a vacancy in this position. A temporary vacancy in this position would impact many complicated investigations as well as daily guidance for detectives and patrol personnel.
The work related to crime scene and computer forensic investigations involve time-consuming tasks that, in major cases such as homicide investigations, kidnappings, sexual assaults, etc., can take many hours and, in some cases, weeks to complete. Dedicated forensic specialists, not generalists with multiple other responsibilities (e.g., patrol officers and detectives), are vital to this effort. As mentioned, extensive training and experience are required to master these tasks. There are no benchmarks or national standards to estimate the percent of time to achieve these responsibilities for every task and investigation. What is known is that the work by the CSI unit and the computer forensics specialist is time-consuming and adds countless hours to each investigation and should be considered for this staffing report.
Community Challenges
Based on economic reports and other city-wide data, San Luis Obispo's population has experienced growth; tourism plays a significant role in the city’s economy. In 2022, San Luis Obispo County (recognizing that the City of San Luis Obispo is a statewide destination location) welcomed 7.47 million visitors to the entire county.
The 2013 San Luis Obispo Economic Report provided several emerging issues that are challenging the city regarding economic growth and social issues. Housing was an emerging topic in 2013 and which now is having a significant impact on city and policing resources to
59 manage the growing unhoused population that has emerged into 2024. Over the years, the average authorized (budgeted) sworn staffing level has been maintained at about 60 to 61 personnel. The average number of assigned detectives averaged about five officers over the past decade (according to the department’s annual reports). A key data point is that the calls for service and contacts with those living without permanent shelter totals about 6,700 engagements. This number is critical for the SLOPD and likely has impacted the number of case investigations for detectives and other associated tasks.
The unsheltered population has required the department to develop special units, such as the Community Action Team, and other innovative strategies to reduce and manage the population while offering contemporary outreach services with local non-profit partnerships and organizations. However, over the past year, the police department has responded to numerous complaints regarding the increase in transient camp occupancies and locations, including building structures in parks and other critical locations. The SLOPD evaluated the calls for service related to the unsheltered population during 2022 (to include contacts as suspects, victims, or witnesses), and these contacts, as noted, decreased from the prior years but still totaled about 6,700 interactions. The number of engagements between the unsheltered and detective investigations is unknown, but based on an examination of CFS and detective interviews it is estimated to incumber about 30 percent of all investigative cases.
CPSM also recognizes that in 2021, the police department encountered its largest increase in calls for service in over ten years, and the highest totals on record. While 2022 and 2023 have seen a slight decrease in call volume, the overall increase of over 29 percent since 2009 represents a likely increase in the number of cases assigned to detectives.
CPSM Staffing Recommendation
Based on the findings and best practice approaches, CPSM recommends the increase of two detectives to raise the staffing from five detectives to seven. Adding two detectives may only provide limited operational enhancements and will require the support of other CPSM recommendations in this report. Additional detectives can provide the following positive outcomes.
■ Reduce violent crime detective workloads, allowing more focus, time, and attention on each case and other investigative responsibilities.
■ Provide more thorough investigations and potentially higher clearance rates. ■ Additional detectives can improve the goal of reaching 60 percent of time spent on investigative time and less than 40 percent of time on collateral responsibilities. It is very likely that department detectives now spend less than 60 percent of their time on investigations. ■ Added detectives will allow personnel to work collaboratively on complex cases and share expertise, leading to better outcomes and the ability to address emerging crime trends and allocate resources more effectively.
■ Additional detectives will also support and mentor less experienced detectives, fostering professional development within the department and improving the overall culture of a learning organization.
The goal of providing two additional detectives is to improve the effectiveness and productivity of the detective section, leading to a safer community and increased public trust in the San Luis Obispo Police Department.
60 Based on the findings of the detective workload and staffing assessment, CPSM found that the Investigative Division would immediately benefit from two additional full-time detectives to offset the 41 percent increase in the city’s violent crime rate since 2016 as well as reduce the workload of ancillary duties under the 60/40 principle.
Detective Recommendations:
■ Based on the findings of the detective workload and staffing assessment, CPSM found that the Investigative Division would immediately benefit from two additional full-time detectives. (Recommendation No. 17.)
■ CPSM recommends that SLOPD executive staff establish an ad-hoc committee to recommend an approach to assigning ancillary duties to better define appropriate staffing levels throughout the organization. (Recommendation No. 18.) ■ It is recommended that the department develop a process through Spillman Technologies to track clearance rates for all detectives and cases assigned to patrol officers. (Recommendation No. 19.)
■ It is recommended that the department develop a succession plan for the computer forensic position to avoid a vacancy in this position. A temporary vacancy in this position would impact many complicated investigations as well as the daily guidance provided for detective and patrol personnel. (Recommendation No. 20.)
SCHOOL RESOURCE OFFICER (SRO)
SRO programs play an invaluable role in providing a safe school environment, shaping young people’s relationships with police, and establishing and maintaining productive relationships with school officials. Recognizing the importance of an SRO program, the San Luis Obispo Police Department works in conjunction with the San Luis Coastal Unified School District, which represents several area cities with a total of 7,500 students. The County School District has long maintained an SRO program with shared responsibilities between Morro Bay, SLOPD, and the County Sheriff. Most deployment time of SLOPD’s SRO is expended at San Luis Obispo High School, which has approximately 1,600 high school students and 800 middle school students. 2022 enrollment is expected to grow and return to pre-pandemic levels, according to the King Consulting report.
This one SRO works Tuesday through Friday from 7:00 a.m. to 5:00 p.m.; the SRO serves as the liaison with other SROs in SLO County.
Workload
As we begin our discussion on workload, it is essential to point out that, unlike Patrol, where computer-aided dispatch (CAD) captures much of an officer’s time on assigned activities, this is not the case for an SRO. SROs serve as mentors for students, resources for families and school staff, while providing classroom instruction, and are responsible for law enforcement-related duties at the schools. Few of these activities lend themselves to being captured by CAD and rarely result in initiating a documented case file.
CPSM found that the SRO was assigned approximately 60 cases over the current school year for various school-related investigations (determined by CFS case numbers). However, these cases are not assigned to the SRO or tracked much like detective caseloads. It was also determined
61 that an unknown number of investigations or calls for service are not tracked. For staffing and deployment purposes, CPSM recommends the SRO track all cases and CFS via the CAD system and maintain a handwritten log that can easily be transferred to the RMS system for tracking purposes.
Importantly, and as we mentioned previously, the SRO is also responsible for investigations of crimes occurring on school campuses and cases involving children where, based upon their duties as an SRO, they are uniquely positioned to conduct a more thorough investigation. The SRO may also be called upon to assist detectives and Patrol in investigations involving schoolrelated incidents or those not necessarily related to school but involving a student, even where the SRO is not the primary case investigator. This is an excellent use of the SRO as they are best positioned to seek cooperation from school staff, students involved in criminal activities, or witnesses.
The primary goal of the SRO is to develop positive relationships with students and help with any issues at school or home. The SRO is also involved in reviewing safety plans and assisting in creating special projects or guidance with special school events. During the summer months, the SRO is assigned to the high school as more than 1,000 students attend in the summer. The officer is stationed at SLO High School and available to assist at all school sites, including the nine local schools. The SRO helps in other functions by attending school assemblies, assisting in the classroom, conducting outreach, and providing guidance to school staff on public safety matters.
SLOPD's use of the SRO is consistent with national standards, and the workload and responsibilities are also consistent with current standards as prescribed by the National Association of School Resource Officers (NASRO). The national standard, as recommended by NASRO, is one school resource officer per 1,000 students, Based on this recommendation the San Luis Obispo Police Department should consider the addition of one SRO as the total number of students is approximately 2,400 students. If adding one SRO is not feasible, CPSM recommends adding one patrol officer to the authorized budget and utilizing this officer as a part-time officer at the middle school during the school year, allowing the full-time SRO to remain full-time at the high school.
This recommendation is based on standard areas of responsibilities that are also maintained in San Luis Obispo, as listed below:
■ Student contacts.
■ Parent contacts.
■ Law-related education.
■ Accidents.
■ Drug charges.
■ On-campus crime.
■ Reports of weapons.
■ School disturbance.
As would be expected, most incidents fall first to student contacts and then parent contacts.
Even at the high school, the annual numbers of arrests, drug charges, and school disturbances are nominal.
62 CPSM Staffing Recommendations
SRO programs play an invaluable role in shaping young people’s relationships with police and establishing and maintaining productive relationships with school officials. The City of San Luis Obispo, the school district, and the SLO Police Department are commended for their commitment to this program and the community's children. As such, CPSM recommends one additional SRO based on national benchmarks relative to student populations with an understanding this recommendation requires collaboration with school district executive leadership.
SRO Recommendations:
■ CPSM recommends one additional SRO to meet the NASRO national standards of one SRO per 1,000 students, as San Luis Obispo has surpassed 2,000 students. (Recommendation No.
21.)
■ If adding one SRO is not feasible, CPSM recommends adding one police officer to the authorized budget and utilizing this officer as a part-time officer at the middle school during the school year, allowing the full-time SRO to remain full-time at the high school. (Recommendation No. 22.)
■ Regarding future staffing and development considerations, CPSM recommends that the SRO track all cases and CFS via the CAD system and a handwritten log that can be transferred to the RMS system for better tracking. (Recommendation No. 23.)
SPECIAL ENFORCEMENT TEAM (SET)
The Special Enforcement Team is a specialized unit of operations within the Administrative/Investigative Division under the direct command of the Investigative Unit lieutenant. SET has an authorized budget of three detectives and one police sergeant.
Generally, SET will operate in a plain-clothes undercover capacity, focusing on crime activity and narcotics enforcement. SET regularly assists the department in other areas of special operations, such as with Patrol or investigative Division and regional efforts.
Staffing & Workhours
The SET work schedule often changes based on operational needs, crime trends, search for criminal fugitives, and ongoing criminal activity. The unit is authorized with three officers and one sergeant but often may be staffed with two officers depending on vacancies and patrol needs.
SET is focused on the following areas of responsibility:
■ Major investigations
■ Human trafficking
■ Narcotic crimes
■ Gun trends
■ Overdoes cases
■ As a resource for covert operations
63 Workload/Unit Responsibilities
The SET’s responsibilities and work standards are well defined in the SLOPD’s procedure manual, and proper accountabilities and oversight are built into the operational guidelines to include an extended list of operational expectations. Specialized operations units such as SET are not defined by any national recommendation, benchmark, or suggested authorized staffing levels.
Instead, determining the appropriate staffing levels include the following challenges. ■ Necessity to augment Patrol or investigative resources. ■ Defined unit mission and organizational responsibility. ■ Well-defined policy/procedures/training.
■ Community interaction to define crime trends and reduce victimization. ■ Proper management and accountability.
In our review, CSPM found that the department’s leadership has accounted for the need and deployment of SET. The unit was tasked to respond to regional crime trends, ongoing criminal activity, and other public safety challenges impacting the San Luis Obispo community. After several years of inactivity due to short staffing in patrol, SET was reactivated as a functional unit of operations earlier this year.
In assessing SET’s staffing and workload, CPSM reviewed nearly 40 cases and noted extraordinary investigative efforts in seizing large quantities of narcotics, fentanyl, drug monies, and dangerous weapons. This unit was also instrumental in arresting violent suspects, wanted sex crime registrants, and ongoing property crime rings. The unit has demonstrated its ability to focus on regional crime that impacts the City of San Luis Obispo by working with local police agencies in the county, state parole, and FBI Task Force. Noteworthy outcomes include the seizure of more than 16 pounds of fentanyl, 34 pounds of methamphetamine, 13,000 controlled substance pills, and many other dangerous substances. SET evaluates and investigates drug overdose incidents to determine if the circumstance of these tragic events provides investigative “leads” for potential arrests.
SLO leadership has accounted for SET’s community effectiveness and successes in reducing tragedies (avoiding potential overdoses) and reducing violence (through arrests and seizure of weapons). Based on the activity level and SET’s deployment strategy, it is recommended that SET continue to operate at its current staffing level. Traditional metrics in law enforcement are centered around tasks or activities but seldom measured in a greater feeling of safety, lowered risk of crime, less disorder, and disruption of open-air drug markets. It is evident by our assessment that SET has achieved a high level of performance in making the city a safer place to live. It would benefit the department to prioritize the filling of the current SET vacancy as staffing allows.
SET Recommendation:
■ CPSM recommends that the SET vacancy be filled as soon as staffing allows. (Recommendation No. 24.)
64 TRAINING AND HIRING UNIT
The Training/Hiring Manager is a civilian employee who reports directly to the Administrative Deputy Chief. This role involves two distinct but interconnected responsibilities: overseeing the training of department staff and managing the recruitment, hiring, and retention of department staff. The Training/Hiring Manager works closely with the Administrative/Investigations lieutenant, day watch lieutenant, night watch lieutenant, and one sergeant with other management responsibilities. The Training Unit staffing includes one training manager with various responsibilities and auxiliary duties representing all the required operational requirements and obligations as prescribed by law and the Peace Officer Standards and Training (POST).
Overview
Training is one of the most important functions in a police department. Practical training is critical in providing essential information and minimizing risk and liability. The outcome of practical training can be measured in part by a high level of proactive policing and low level of community member complaints, low numbers of claims or lawsuits, high community member satisfaction with the police, well-written and investigated reports, safe driving records, and appropriate implementation and documentation of use-of-force incidents.
All aspects of training within SLOPD are handled by the training manager and the Administrative lieutenant. The duties of the training manager are to coordinate all training in the department based upon demand and required mandates and to ensure officers and staff meet compliance requirements set by POST. The purpose of the training unit policy is to administer a training program that will provide for the professional growth and continued development of SLOPD personnel, ensuring the department’s personnel possess the knowledge and skills necessary to provide a professional level of service that meets the needs of the community.
Workload
This assessment reviewed the operations of the Training/Hiring Unit and its internal structure and activities; however, the focus of this review is to evaluate if staffing levels are appropriate.
CPSM could not determine objective workloads or conduct regional, state, or national comparisons regarding the Training Unit’s workload, which is not unusual for training units.
However, CPSM conducted its assessment based on universal national, state, and local training regulations balanced with organizational mandates and current challenges facing the department. While it is common to have one training manager assigned to these duties, the tempo of departmental and community needs are greater than agencies of similar size, placing more responsibilities on the training/hiring unit to establish ongoing professional development.
The Hiring and Training Manager is responsible for all departmental hiring, promotions, and unique assignment selections, coordinating the background process, and onboarding for all positions within the police department in coordination with other personnel and ranks. As one example, the training manager spends a high percentage of time on hiring to include the following processes:
Recruitment/Hiring
■ Coordinating with Human Resources and creating job requisitions. ■ Reviewing applications for content and disqualifiers. ■ Organizing and implementing any required job-related testing.
65 ■ Selecting the top candidates, organizing, and attending the interview process. ■ Coordinating the background process for selected applicants. ■ At times, the Training Manager will also conduct background investigations.
Based on CPSM's review of dozens of police organizations around the United States since 2021, the hiring pace at the SLOPD exceeds national averages. During the 2021–2023 period, the department hired 23 police officers and 21 professional (civilian) staff The department’s near-zero vacancy rate and hiring pace surpasses those of other police organizations in the region. This achievement results from multiple facets within the department; however, hiring tracking, processing, and other related duties fall directly on the training unit personnel and its leadership.
Training
The Hiring and Training Manager ensures all officer recruits, laterally-hired officers, and communication technician-dispatchers complete and successfully pass all mandated job requirements before hiring as set forth by the State of California or Department policy. The Hiring and Training Manager is responsible for coordinating and executing the onboarding process for all departmental hires. The Hiring and Training Manager ensures all employees within the department acquire and maintain certifications and training required for their position and manages POST certifications as set forth by the State of California or department policy.
Training management is an ongoing process that requires the department to maintain state mandates related to California POST commission requirements, including:
■ Meeting the Department requirement that all field personnel and dispatchers have expanded CIT training by 2025
■ Meeting the statewide need for consistent peace officer selection standards by developing and updating job-related selection standards.
■ Assuring California peace officers have access to appropriate training to acquire the skills, knowledge, attitudes, and behaviors consistent with the requirements and expectations of professional competence associated with the job at each career and experience stage. ■ Fostering and facilitating healthy and productive organizational environments in which officers work by providing leadership development programs and offering management counseling services.
CPSM found that the department has achieved nearly 100 percent of training mandates related to the Perishable Skills Program (PSP) and Continuing Professional Training (CPT) requirements.
CPSM has found many California law enforcement agencies are behind on these mandates, demonstrating another example of excellence in policing by the San Luis Obispo Police Department. SLOPD has prioritized 40 hours of Crisis Intervention Training for all field personnel and dispatchers and is on track to achieve this milestone in 2025. CPSM does note that one training manager dedicated full-time to the CA POST training mandates and other important ancillary duties is a heavy load to maintain every year.
Administrative Training Duties
In a review of the Training Unit’s functions, we found the manager is responsible for many administrative training-related functions, such as;
66 ■ Conducting reviews on all backgrounds to ensure California POST compliance and working with POST during annual POST audits.
■ Managing travel arrangements and course registration for employees who are attending training.
■ Managing and implementing Lexipol policy updates and daily training bulletins in Lexipol. ■ Purchasing and tracking department-issued equipment.
■ Working with community stakeholders for recruitment and marketing opportunities. ■ Scheduling ride-alongs; frequently communicates with community members interested in department employment.
■ Responding to and communicating with other law enforcement agencies when inquiring about applicants.
CPSM Staffing Recommendations
CPSM concluded that the Training Unit is operating beyond 100 percent of capacity as the daily duties, long-term responsibilities, and state regulations require ongoing development plans and specific types of training for sworn and professional staff. CPSM recommends that department leadership develop an approach to assign a part-time individual to assist with the regular tasks and responsibilities. CPSM recommends the department evaluate the addition of an administrative sergeant to assist the training manager with recruitment and hiring tasks and responsibilities in order to support the current workload and associated tasks.
It would also benefit the unit to continue automating the tracking of training hours, courses, and other tasks to reduce daily work. The current use of the Oracle workflow software to submit, track, and approve department training is an excellent example of managing annual training requests. CPSM recommends that the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The department should refer to CA POST Training Bulletin NO. 2024-08 for guidance and legal restrictions. The SLOPD should also continue to invest in software to help track Training Unit responsibilities and reduce the training manager’s workload.
Training & Hiring Unit Recommendations:
■ CPSM recommends the department develop an approach to assign a part-time individual to assist with the regular tasks. (Recommendation No. 25.) ■ CPSM recommends SLO evaluate the use of an administrative sergeant to assist the training manager with recruitment and hiring tasks and responsibilities in order to support the current workload and associated tasks. (Recommendation No. 26.) ■ CPSM recommends that the department utilize a third-party background investigation firm as its primary resource for background investigations in order to reduce the auxiliary workload for detectives and patrol personnel currently performing these tasks. The department should refer to CA POST Training Bulletin NO. 2024-08 for guidance and legal restrictions. (Recommendation No. 27.)
■ The SLOPD should continue to invest in software to help track Training Unit responsibilities and reduce the training manager’s workload. (Recommendation No. 28.)
67 INTERNAL AFFAIRS
Ensuring a department has the public’s trust is vital to the law enforcement mission, and this trust rests on departmental responsiveness to community needs and expectations. The department must receive commendations and complaints with equal professional interest and courtesy and give both appropriate supervisory and management attention in order to foster public confidence and to promote constructive communication. In fact, the San Luis Obispo Police Department’s Personnel Complaint policy states “It is imperative that the Police Department operate in a degree of transparency and is responsive to complaints alleging employee misconduct and external concerns regarding the operation of the agency.” The San Luis Obispo Police Department will accept and document all complaints alleging employee agency conduct for the following reasons:
■ To ensure that complaints alleging employee or agency misconduct are accepted and investigated in a consistent and reasonable manner to uncover the truth of the allegations. ■ To identify areas of misunderstanding by the complaining community member. ■ To identify employees whose attitude, behavior, and/or performance is in need of correction and supervisory intervention.
■ To protect agency employees and the department from erroneous complaints. ■ To identify department policies, training, and/or practices in need of reevaluation, clarification, and/or correction.
Staffing and Policy
Internal Affairs is carried out within the Administrative Bureau by the Administrative and Investigations lieutenant.
The department’s policy regarding the handling of community member complaints is outlined in Policy 1019 – Personnel Complaints of the department’s policy manual. The policy was last revised in November 2023.
Complaints
The department has defined a complaint as “any allegation of misconduct or improper job performance that, if true, would constitute a violation of department policy or of federal, state, or local law, policy, or rule…”
A complaint can be made in any of the following ways:
■ The aggrieved person.
■ Third party.
■ Anonymous.
■ Agency employee.
■ Notice of civil claim.
Complaints can be made via the department’s website, in person, by telephone, by letter, or by e-mail. The department’s website clearly explains how to file a complaint.
68 Complaint Process
All complaints are referred to a supervisor who may suggest appropriate remedies to resolve minor incidents; however, community members are not discouraged from filing a complaint. The supervisor has the authority to handle the matter with discretion and make the appropriate resolution without a formal complaint. Many community members only want to make their issue known to the department, be listened to, and be confident their incident will be handled appropriately. Although this does come with some risk that supervisors may dismiss or minimize complaints, if the supervisors are appropriately trained this practice can produce effective and efficient resolutions to incidents.
At the same time, when these minor incidents are handled informally, if they are not properly documented then employee misconduct can be missed. It is imperative that some type of documentation occurs when incidents are informally handled. All informal complaints handled by supervisors are reported to the Patrol lieutenant. Since the department recently purchased the Frontline program, the sergeants will be required to enter into Frontline the information regarding any informal complaints that are received and handled.
When supervisors become aware of a person desiring to make a complaint against an SLOPD employee the supervisor is to gather all relevant information. This may consist of a recorded interview with the complainant, a completed community member complaint form, and responding to the location of the incident to:
■ Determine the identity of persons involved, witnesses, and other police personnel and employees.
■ Ensure that proper evidence is collected and/or documented. ■ Ensure that all reasonable documentation and physical evidence is maintained. This includes police reports, communications/dispatch information, MDT transmissions, medical documentation, and video recording of any portion of the police involvement. ■ Ensure that all necessary medical treatment is provided and documentation is preserved. ■ Review all body-worn camera footage
All Investigations, including those of a serious nature, are conducted by the Administrative lieutenant. In order for the department to develop the capabilities of the sergeants in the organization, CPSM recommends that the patrol supervisors complete the entire investigation for personnel on their patrol teams. For more egregious allegations of policy violations, CPSM recommends the SLOPD add an Administrative sergeant to assist the Administrative lieutenant with Internal Affairs and personnel investigations.
The department has not set, by policy, a time frame for completing investigations, but tries to complete them in a reasonable time frame. That is dependent upon the nature of the complaint, the investigator’s case load, and the priority of the investigation. Most agencies studied by CPSM have established timelines for completion of community member complaints, usually 30 to 45 days; however, extensions can be granted if necessary. CPSM recommends adding to the department’s policy that SLOPD will strive to complete all community member investigations within 30 to 45 days unless an extension is necessary.
Complaint Investigations
Whether the investigation is conducted by the Administrative lieutenant or the Patrol sergeant, the investigator is to conduct a fully documented and confidential investigation
69 All complaint data in the following table was provided by the department and reflect the total number of community member/internal complaints for 2022, 2023, and 2024 (partial year).
TABLE 6-6: Community member/Internal Complaint Investigation Adjudications, 2022-2024
Year Total Exonerated Not Sustained Unfounded Sustained 2022 15 1 0 6 6
2023 15 2 0 10 3
2024 7 1 0 6 0
Source: San Luis Obispo Police Department
Tracking and Managing of Complaints
Data regarding administrative investigations and public complaints is valuable as a risk management tool to identify training needs, performance deficiencies, or patterns of misconduct. The department currently uses the Central Square RMS for the tracking and managing of complaints and investigations. Investigations and complaints are logged into the system. It was learned that within several months the department will be implementing additional tracking and managing software from Frontline Public Safety Solutions. That software will provide a much more efficient platform for the tracking and managing of community member complaints as well as use of force incidents. The department is to be commended for moving ahead with this tracking platform for better tracking complaints and uses of force.
Adjudication of Complaints
The person adjudicating the complaint will make a recommendation for the disposition findings for each allegation using the following classifications based on the burden of proof of a preponderance of the evidence:
Sustained: There was a preponderance of evidence to prove the allegation.
Not Sustained: There was not sufficient evidence to either prove or disprove the allegation.
Exonerated: The actions of the employee were consistent with the law and agency policies, rules, regulations, and practices.
Unfounded: The allegation did not occur.
Information Only: The allegation was minor in nature and the complainant was satisfied with the department’s response.
Those complaint dispositions are most commonly used by almost all departments studied by CPSM and are the norm in the law enforcement profession. When the complaint investigation has been completed it is then reviewed by the Deputy Chief, and the Chief of Police.
Training
The Administrative lieutenant has attended POST-approved I/A investigation training. If patrol supervisors are to handle internal investigations, they should receive the same training and attend a class on the handling of complaint investigations.
70 Internal Affairs Recommendations:
■ CPSM recommends the department add an Administrative sergeant to assist the Administrative lieutenant with Internal Affairs and personnel investigations or the use a thirdparty investigator to ensure the impartiality and timeliness of the investigation. (Recommendation No. 29.)
■ CPSM recommends the department strive to complete misconduct investigations in 45 calendar days and service complaint investigations in 30 days, if possible, unless an extension is necessary. These time frames should be included in department policy. (Recommendation No. 30.)
■ CPSM recommends that the patrol supervisors complete entire investigations as appropriate. (Recommendation No. 31.)
■ Patrol supervisors should attend internal affairs training if they are handling complaint investigations. (Recommendation No. 32.)
§ § §
71 SECTION 7. SUPPORT SERVICES FUNCTIONS
FLEET
Fleet management for the San Luis Obispo Police Department is the responsibility of the Administrative Deputy Chief. The Deputy Chief coordinates the purchasing and upfitting of the vehicles in addition to his other responsibilities. A CSO coordinates the servicing and repairs.
All maintenance and repairs of the department’s fleet are handled by the city mechanics. This includes body panel replacement, wherein some older vehicles are kept for replacement parts.
However, any major body work or warranty work is sent out to the respective dealership depending upon the make of the vehicle.
SLOPD’s fleet consists of the following vehicles:
■ 17 marked units assigned to patrol, which include Ford Explorers and F150 trucks. Seven of the vehicles have in excess of 100,000 miles.
■ 1 crime scene unit van
■ 1 arrestee transport van
■ 2 field service tech vehicles
■ 3 marked supervisor vehicles
■ 9 detective vehicles of varying make and model
■ 5 command staff vehicles
■ 6 police motorcycles
■ 3 enclosed trailers for various uses
At the current time, the department has 17 vehicles available for patrol officers to drive during their shifts. It was learned that patrol vehicles are not assigned to officers during their shift; officers select a vehicle to drive each day.
Although there is no study that defines the optimum vehicles-per-officer ratio, what is widely used within the industry is that for every 2.5 to 3 officers in patrol, there should be at least one vehicle. At SLOPD, there are 36 officers in patrol and 17 vehicles available for officers to drive.
Although SLOPD is at about the right number of patrol vehicles per the number of officers, it has no vehicles that can be used for spares when a vehicle requires maintenance or repair.
Considering that, CPSM recommends the department increase the number of patrol vehicles in its patrol fleet by four to allow for spare vehicles and to accommodate the recommended new officer positions in patrol.
Purchase of Vehicles
The City of San Luis Obispo has a fleet replacement fund that the is used for the purchase of future vehicles. Having a fleet replacement fund is an excellent way to ensure that monies are available to purchase replacement vehicles when they have exhausted their life expectancy.
72 Vehicles are purchased by staff at the vehicle shop, depending on what’s currently available. In some instances police personnel will request a certain vehicle only to be told that the requested vehicle is not available. In the past, the city has been able to obtain an adequate number of desired vehicles for its fleet; however, in the last few years because of supply chain issues and a transition to hybrid vehicles there have been difficulties getting the necessary vehicles in a timely manner. As a result, several vehicles used in patrol for emergency driving have or had in excess of 130,000 miles. It was learned that the department has been waiting more than a year to get replacement vehicles for those set to come off-line. The use of hybrid patrol vehicles has contributed to the delay in vehicle acquisition. CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles.
Vehicle Retention
Most departments studied by CPSM keep their patrol vehicles for 5 years or 100,000 miles, or sometimes even longer if maintenance costs are reasonable. Detective and command-level vehicles will usually be kept for 7 years and 150,000 miles because those vehicles are used differently and are not subject to the stressors that patrol operation can put on a vehicle. The SLOPD is presently replacing patrol vehicles that have in excess of 130,000 miles. CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles.
Maintenance Records
All tracking of maintenance and repairs of the department’s vehicles is handled by the city’s shop; the city uses fleet management system software. CPSM recommends that the city purchase a fleet management system that is shared with a designee at the police department to more effectively track maintenance and repairs for police vehicles.
Vehicle Equipment
Each patrol vehicle is equipped as follows:
■ Emergency lights and siren.
■ Police radios and associated equipment to operate the lights and siren. ■ Other standard equipment such as cones, flares, and rola-tape. ■ A mount for a patrol rifle and a separate mount for a 40mm impact weapon.
Cleaning of Vehicles
Law enforcement officers have a special responsibility to keep their vehicles clean, partly because so many people regularly enter and exit the patrol vehicles. Patrol cars are often shared among officers, and with each new shift different people may occupy the back seat, including some for whom hygiene has become a low priority. A clean patrol car makes for a more pleasant environment for the officers and helps the police department maintain a positive image within the community. But keeping the vehicles clean also protects the officers, their colleagues, and their loved ones from dangers that spread from person to person: viruses, bacteria, mites, bed bugs, and other visible and less visible threats. CPSM recommends the department purchase a portable disinfecting system that can be used periodically to disinfect
73 the vehicles from bacteria and viruses. Electrostatic systems offer the most extensive cleaning and can also be used for jail cells and other workspaces indoors.
Assigning of Vehicles
The department has no formal process of assigning the patrol vehicles to the officers. Officers select a vehicle to drive at the beginning of their shift and inform the sergeant. CPSM has found that this is a common practice in agencies of SLOPD’s size. One of the challenges of this system is ensuring that vehicles are driven equally, and that mileage stays consistent with the year of the vehicle and that newer vehicles are not over-driven.
CPSM recommends the department develop a methodology that ensures vehicles are consistently driven.
Fleet Recommendations:
■ CPSM recommends the department increase the number of patrol vehicles in its fleet by four to allow for spare vehicles and to accommodate the recommended new officer positions in patrol. (Recommendation No. 33.)
■ CPSM recommends that department and procurement personnel identify strategies that allow the department to have greater influence in the selection of and timely acquisition of police vehicles to include purchasing non-hybrid vehicles. (Recommendation No. 34.) ■ CPSM recommends that patrol vehicles be replaced or transferred to non-patrol functions in the department or city after logging 100,000 miles. (Recommendation No. 35.) ■ CPSM recommends that the City fleet management system be shared with a designee at the police department to more effectively track maintenance and repairs for police vehicles. (Recommendation No. 36.)
■ CPSM recommends the department purchase a portable disinfecting system that can be used to disinfect the vehicle from bacteria and viruses. (Recommendation No. 37.) ■ CPSM recommends the department develop a methodology that ensures vehicles are consistently driven. (Recommendation No. 38.)
FACILITY
The department’s main police facility is located at 1042 Walnut St. The police building was completed more than 50 years ago and the city had planned to raze and rebuild it. The city recently purchased a secondary building across Santa Rosa Street at 1106 Walnut St and also occupies a home adjacent to the main police department lot at 1016 Walnut. The 1106 building was intended to serve as the police facility during the construction of a new building at 1042.
Due to rising construction costs, the previous plan was placed on hold and now the 1106 building will house Administration, Investigations, and other non-patrol services. The Traffic Unit works out of a older home that is in a state of disrepair. CPSM recommends the City move the Traffic Unit into the 1042 building.
CPSM toured both facilities during the site visit. The 1106 Walnut building was undergoing improvements. The planned layout and improvements look promising for the future workspace of that building. On the other hand, the 1042 building needs refurbishment in all areas.
Professional work environments contribute to professional work. Understandably, since the city
74 planned to raze the building and reconstruct a new facility, the city did not invest in its repair and maintenance. While there are no exigent repairs needed, the 1042 building needs new carpet, updated lighting and ceiling tiles, new lockers, and other general updates. The building has a back-up generator for power outages, which is serviced and tested annually. CPSM recommends the city prioritize the updating of the 1042 Walnut building to provide a professional, esthetically appealing and safe environment for police employees.
Police Station Lobby
The lobby and front desk areas of most police departments are two of the most important areas of the police facility. It is where community members come to conduct business and where they may be met by officers to conduct that business. In today’s climate, as unfortunate as it may be, those areas must offer safety and security for those employees who must interact with the public. The business windows of the lobby where the Records Clerk works and greets the public are not bullet resistant.
Parking
A major concern voiced by employees of most police departments studied by CPSM is the lack of a secure parking lot for the police vehicles, and more importantly, a secure parking lot for their personal vehicles. During our site visit, it was observed that the department parking lot has insufficient space for secure parking of police and personal vehicles of police employees.
Additionally, the secured parking serves as a secure storage for vehicles involved in traffic collisions. CPSM recommends the Department move the evidence vehicles to an off-site location to free parking spaces and limit the vicarious trauma of staff seeing the vehicles on daily basis.
Workout Facility
Studies have shown that officers who are physically fit are more confident about their ability to handle the job, make better decisions about which level of force is appropriate to a situation, and helps them relax and suffer less stress. The majority of departments assessed by CPSM have seen the importance of providing some type of workout area for their employees, and San Luis Obispo PD is no different. The department provides a workout area for employees.
Locker Rooms
The department has locker room facilities for male and female personnel. At the current time, there are a sufficient number of lockers for personnel; however, organizational growth will require the men’s locker room to be slightly reconfigured to accommodate new lockers.
Facility Security
Unfortunately, in today’s environment, police facilities are suffering from threats being made, and have suffered fatal consequences without proper security measures in place. It is important to examine the threat characteristics and facility vulnerabilities to negate threat effectiveness.
The Records window does not have bullet-resistant glass where staff can interact with the public; however, staff remotely unlock the front door to allow guests inside the police facility. CPSM recommends the installation of bullet resistant glass at the Records window and bullet resistant material below the glass.
The main police facility is equipped with card readers to gain entry, along with surveillance cameras inside and outside the facility, which are all maintained by city staff. The cameras are
75 not monitored, but at any computer station in the building the camera program can be signed into and reviewed. Camera video is retained for approximately two years.
The main facility has a short wall on one side where people can access the building. CPSM recommends the City strengthen the fence on the Santa Rosa side of the building to discourage access to the patio area of the building.
Facility Recommendation:
■ CPSM recommends the City move the Traffic Unit into the 1042 building. (Recommendation No. 39.)
■ CPSM recommends the city prioritize the updating of the 1042 Walnut building to provide a professional, esthetically appealing and safe environment for police employees. (Recommendation No. 40)
■ CPSM recommends the Department move the evidence vehicles to an off-site location to free parking spaces and limit the vicarious trauma of staff seeing the vehicles on daily basis. (Recommendation No. 41.)
■ CPSM recommends the City strengthen the fence on the Santa Rosa side of the building to discourage access to the patio area of the building. (Recommendation No. 42.) ■ CPSM recommends the installation of bullet resistant glass at the Records window and bullet resistant material below the glass. (Recommendation No. 43.)
COMMUNICATIONS CENTER
The dispatch/communications function is a vital component of an effective police department and fire department. 911/dispatch operators serve in two primary rolls: (1) Answering 911 and non-emergency telephone calls, and (2) radio dispatching calls for service. The SLOPD Communications Center serves as the Public Safety Answering Point (PSAP) for all of San Luis Obispo City to include law enforcement/fire/EMS calls for service. As such, all communications center personnel must be cross-trained in law enforcement, fire, and EMS disciplines.
The dispatcher is often the first point of contact for a community member seeking assistance, and 911 operators play a significant role in setting the tone for the community’s attitude toward the agency. The efficiency with which they collect information from callers and relay that information to responding personnel significantly impacts the safety of community members, officers, and fire/EMS personnel alike. Because of the complexities of the position, the dispatchers must remain highly trained.
The San Luis Obispo 911 Emergency Communications Center is a division within the San Luis Obispo Police Department that is responsible for answering both emergency and nonemergency calls for service in the city. The center also dispatches calls for service (CFS) for the San Luis Obispo Fire Department, which also serves Cal Poly University for fire- and EMS-related calls.
The center is staffed with civilian personnel working together as 911 call takers and law enforcement/fire/EMS dispatchers. The division is managed by a police lieutenant who reports directly to the Administrative Deputy Police Chief. Previously the Communications Center was managed by a civilian Communications Commander with many years of experience working in communications and served as a dispatcher when needed due to staffing issues.
76 A Spillman computer-aided dispatch (CAD) system is used by the department. The CAD is a dispatch platform that captures, manages, and prioritizes mission-critical data to enable rapid decisions in situations where every second counts. The department has considered another CAD system; however, there are no plans to change platforms at this time. Should the department consider changing CAD providers, CPSM recommends it give strong consideration to a platform that integrates other agencies since the communications center is the backup center for the County of San Luis Obispo.
Facility
The 911 Center is located at the Fire Administration campus. The campus was constructed facility 15 years ago and has room for expansion if needed. The center is located a spacious room that houses six workstations with two or three typically in use. The workstations are situated in three rows of two, all facing the same direction; dispatchers commonly sit next to one another. The current seating configuration is most effective when only two dispatchers are working and seated in the same row; however, it is less effective if they are seated in different rows.
CPSM has found that the benefits of direct eye contact and the ability to listen to the nuances of voice inflection help dispatchers to identify crisis-related calls and expedite dispatching.
CPSM recommends evaluating the configuration of the workstations and turning stations towards each other or another design to facilitate non-verbal communication.
Near the central room is a break room and various offices to include a two-station office for supervisors that also has full dispatch capability. Each workstation is sit/stand enabled; however, staff mentioned the furniture is showing signs of wear and the stand-up feature does not function at each station. CPSM recommends ensuring the ergonomic features of the furniture are functioning to limit strain on personnel throughout an extended shift.
Center Staffing/Scheduling
The center’s communications lieutenant is supported by two dispatch supervisors and 11 dispatchers. The dispatch supervisors also cover for dispatcher vacancies during their shifts.
Over the last two years, the 911 center has struggled with hiring and retention of employees. At one point, the center fell to a low of eight dispatchers and the two supervisors.
In many agencies, dispatch supervisors frequently and appropriately perform some routine dispatch and call-taker duties, especially during peak hours. However, over the past two years SLOPD supervisors have often had to work as dispatchers their entire shift because of the shortage of staffing. Having both responsibilities (dispatch/supervisor) can come at the peril of the supervisors failing to perform their supervisorial roles.
When the 911 Center becomes fully deployed (staffed and trained), each shift will have two dispatchers assigned to it and two relief dispatches to cover for pre-planned vacancies. At that time, CPSM recommends the department prioritize the responsibilities of the dispatch supervisors to that of accountability and supervision instead of covering dispatch shifts.
The position of 911/dispatch operator is challenging and stressful duty. Virtually every agency studied by CPSM has reported that finding qualified applicants who can complete the rigorous training program required to perform these duties is a struggle. At the current time, the unit is fully staffed, but not fully trained. The department has three dispatchers in training and has over hired for one position. Over hiring is a promising practice since it takes 12 to 18 months to hire and train new personnel.
77 There are two primary duties in dispatch centers, (1) radio dispatch, and (2) answering 911 emergency and general telephone calls. Best practices for a city of this size and call volume, call for (1) a dispatcher who is responsible for all radio communication between field units of police, fire, and EMS without telephone answering responsibilities, (2) a dispatcher acting as a call taker and who also conducts record checks, without dispatch responsibilities. Currently in the SLOPD 911 center, one dispatcher handles all police dispatching and the other handles incoming 911 calls, dispatches for the fire department, and provides emergency medical dispatch or instructions to provide medical care for sick or injured parties until medical personnel arrive on-scene. While the designation of work is different for the SLOPD than what is seen in other agencies, it is functional for the department and its service to the community.
In today’s environment, most 911 calls come in from cell phones instead of land-line phones. The SLOPD 911 Center is also the primary PSAP for calls on US 101 since the center dispatches the fire department, which has primary jurisdiction for collisions on the freeway. Collisions make up the highest volume of 911 calls for freeway-related incidents. CPSM recommends the department study the frequency of instances when the dispatcher is unable to answer a phone call or perform other emergency-related work while being committed to emergency medical dispatching responsibilities.
As well, CPSM recommends the department increase dispatch staffing by two dispatchers to relieve the supervisors of their dispatching responsibilities and to bolster staffing during peak call periods.
While public service agencies cannot staff for a worst-case scenario, CPSM recognizes the likelihood of multiple 911 calls for multiple events occurring simultaneously during peak call periods and recommends that the 911 center move towards implementing the model of one dispatcher handling dispatching responsibilities and the other dispatcher handling call-taking responsibilities.
Communication Center Schedule
Many agencies studied by CPSM have begun implementing modified work schedules in their communication centers, much like patrol divisions of departments. Most have opted to implement either a straight 12-hour shift schedule, or some variant of the 12-hour shift schedule.
At the current time, the Communications Center is operating on a modified 3/12-hour shift schedule with an eight-hour day every other week. The center is moving to a team-based schedule similar to the Operations Division. This shift schedule was a collaborative effort between the dispatchers, supervisors, and the dispatch lieutenant.
Dispatching of Calls
The timeliness of response is one of the highest indicators of community satisfaction of police services. Those requiring the police may only call for assistance during a crisis or traumatic event and an officer’s response will shape the resident’s view of the police for years to come. The first impression of the police department occurs with the dispatcher and response time.
In reviewing the response time of dispatch, CPSM analyzed the response times to various types of calls, separating the duration into dispatch processing and travel time, to determine whether response times varied by call type. Response time is measured as the difference between when a call is received and when the first unit arrives on scene. This is further divided into dispatch processing and travel time. Dispatch processing is the time between when a call is received and when the first unit is dispatched. Travel time is the remaining time until the first unit arrives on the scene.
78 The discussion of response times begins with reviewing statistics that include all calls combined, starting with 3,611 calls in summer and 3,549 calls in winter. The analysis is limited to communityinitiated calls, which amounted to 3,227 calls in the summer and 3,069 calls in the winter. In addition, calls lacking a recorded arriving unit and calls outside San Luis Obispo were removed, leaving 2,854 calls in summer and 2,709 calls in winter for analysis. The entire year began with 23,723 calls and resulted in an analysis of 18,398 community-initiated calls after similar exclusions.
The initial analysis does not distinguish calls based on priority; instead, it examines the difference in response to all calls by time of day and compares winter and summer periods, concluding with a brief analysis of response time for high-priority calls alone.
The following table identifies the 90th percentile for response time, broken down into three columns that define the time from the initial call to dispatch, dispatch to arrival, and total response time.
TABLE 7-1: 90th Percentiles for Response Time Components, by Category Category Minutes in Summer Minutes in Winter
DispatchTravelResponseDispatchTravelResponse
Accident 15.4 16.3 26.1 10.3 17.5 26.4
Alarm 10.8 13.9 22.2 7.0 11.6 18.1
Animal call 11.1 20.0 30.4 9.5 15.5 18.8
Assist community member 16.7 18.2 30.2 19.9 20.9 35.0
Assist other agency 16.4 12.4 29.8 20.9 11.9 33.0
Crime against persons 16.9 31.5 47.3 13.5 14.3 24.4
Crime against property 23.6 22.5 42.7 18.5 21.9 35.3
Disturbance 13.8 15.7 28.4 13.1 14.1 25.3
Investigation 16.9 17.8 34.7 12.8 17.2 28.5
Mental health 10.6 8.3 17.9 36.0 10.8 43.7
Miscellaneous 11.2 29.8 38.6 13.9 27.4 36.6
Suspicious incident 12.7 15.1 26.0 12.9 13.9 27.9
Traffic enforcement 13.4 18.6 25.9 10.7 16.5 25.6
Violation 14.9 19.4 36.2 13.2 24.1 34.0
Total Average 16.6 17.4 32.9 13.8 17.1 28.5
Note: A 90th percentile value of 32.9 minutes means that 90 percent of all calls are responded to in fewer than
32.9 minutes. For this reason, the columns for dispatch processing and travel time may not be equal to the total response time.
The following figure shows that the average response time peaks during shift change. Overall response time is relatively consistent during the 24-hour day for both summer and winter months.
Since the city is also home to a university, CPSM reviewed data while school was in session and found the results were similar. The reader can see the response times peak at shift change; they remain elevated during the daytime hours before dropping off in the late evening and early morning hours.
The dispatch delay around shift change is common in agencies of similar size to SLO and is a function of briefing and ensuring shift supervisors are aware of pending calls. The consistent uptick in response times throughout the day indicates the higher call volume that originates in the dispatch center. Similar to recommending additional staffing for patrol to handle a higher level of calls during het peak hours, CPSM recommends adding two dispatchers to cover the peak period from 7:00 a.m. to 7:00 p.m.
79 FIGURE 7-1: Average Response Time and Dispatch Processing, by Hour of Day, Summer 2023 and Winter 2024
Observations:
■ Average response times varied significantly by the hour of the day. ■ In summer, the longest response times were between 6:00 a.m. and 7:00 a.m., with an average of 23.2 minutes.
■ In summer, the shortest response times were between 1:00 a.m. and 2:00 a.m., with an average of 8.7 minutes.
■ In winter, the longest response times were between 6:00 p.m. and 7:00 p.m., with an average of 19.8 minutes.
■ In winter, the shortest response times were between 4:00 a.m. and 6:00 a.m., with an average of 10.2 minutes.
■ In summer, the average response time was between 11 minutes and 17 minutes. ■ In summer, the average response time was as short as 11 minutes (for alarms) and as long as 18 minutes (for crimes).
■ In winter, the average response time was between 9 minutes and 17 minutes. ■ In winter, the average response time was as short as 9 minutes (for alarms) and as long as 17 minutes (for crimes and general noncriminal calls).
■ In summer, the 90th percentile value for response time was as short as 22 minutes (for alarms) and as long as 44 minutes (for crimes).
80 ■ In winter, the 90th percentile value for response time was as short as 18 minutes (for alarms) and as long as 35 minutes (for assists).
During our review of the data, CPSM learned that the SLOPD follows a unique methodology for dispatching calls that is not commonly seen in other agencies. The SLOPD does not have specific beat or geographic designations where officers are assigned as a primary officer for calls. Instead, the SLOPD uses a subjective methodology where the least senior officer is assigned the first call and then subsequent calls are assigned in the order of seniority with the most senior officer receiving the last call. Dispatchers address issues of equity related to call volume by keeping track of how many calls each officer has received.
A seniority-based system of assigning calls versus a geographic system is fraught with challenges that can lead to delays in calls being dispatched and inequities in call assignment. CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; it should use vehicle location technology to assign the closest available unit until a beat system is implemented.
A beat system will allow officers to become more familiar with specific areas of the community, thus enhancing community policing efforts. One potential drawback of the beat system occurs when the beat officer is busy on another call. Some agencies will delay assigning a lower priority call until the beat officer is available, resulting in a delayed response. CPSM recommends that the GPS of the patrol vehicles be used to dispatch the closest available unit to calls if the designated beat officer is unavailable.
CPSM is recommending a four-beat system after analyzing the volume of calls and amount of time spent on calls throughout San Luis Obispo. CPSM used the neighborhood policing areas and census blocks to recommend the beat structure. Creating four beats aligns with the current stated minimum staffing of four officers. Should the city increase staffing of the police department in order to deploy six officers, the department could reevaluate the four-beat system or add the two officers as rover positions to respond as a second officer or to respond to calls in the beats where the primary officer is otherwise unavailable. This recommendation is a starting point for the department. Based on the department’s more intimate knowledge of geography and community needs the recommended beat boundaries may change; however, the structure we are recommending has the most equitable distribution of workload.
TABLE 7-2: Recommended Beat Design for Equitable Workload Beat Calls Work Hours
A 4,172 3,447
B 4,680 3,836
C 3,945 3,528
D 3,345 3,320
The map in the following page figure illustrates the four recommended beats with Beat A shown in purple, Beat B in orange, Beat C in yellow and Beat D in blue. § § §
81 FIGURE 7-2: Recommended Beat Alignment
Training
All new dispatchers must successfully complete an in-house training program in addition to being sent to an off-site location to attend the state’s three-week dispatch certification course within one-year of appointment. The center’s training program follows the standards set forth by the POST and is designed specifically for the purpose of training and career development of all their employees.
82 The department has certified dispatch trainers. At the current time, both dispatch supervisors are training the new personnel. Obviously, during times when staffing is short, exceptions must be made; however, CPSM recommends the dispatch supervisors not be used for training. When dispatch supervisors are training, they are not acting in their supervisory role of providing oversight and leadership for their teams.
Due to the staffing shortages over the last 18 months in the 911 center, dispatchers have attended limited continued professional training. CPSM recommends that when the center is fully staffed, professional training again be made available to the center’s employees.
High-priority Calls
All police departments prioritize calls for service based upon the seriousness of the call. While definitions of a high-priority call may vary from agency to agency, such calls should include those involving life safety and in-progress crimes. For such calls, community members expect and demand that their police department be adequately staffed and prepared to respond in a timely fashion. While the data report contains considerable information concerning response times to all priorities of calls for service and should be reviewed in its entirety, here we will focus on the highest priority of calls for service.
The department assigns Priority “*” and 1 as the highest priority types of calls. The following table shows average response times by priority, in minutes. Here again, we will be focusing on Priority * and 1 calls, but provide the additional priority information for reference. As well, we isolated injury accidents based upon call type “Accident (Sig 1).” Note that in the table the Dispatch Processing Period is that time from receipt of a call until a unit is assigned and dispatched. The Travel Time is that period from the time that the officer is dispatched to the call until the time at which they arrive at the scene, and Response Time combines these numbers. Calls represents the total number of such calls.
TABLE 7-3: Average and 90th Percentile Response Times, by Priority Priority
Minutes
Calls 90th Percentile Response
Dispatch Travel Response Time, Minutes
* 1.8 5.1 6.8 66 11.8
1 5.7 5.5 11.2 527 24.3
2 4.3 6.0 10.4 2,051 19.0
3 6.4 7.7 14.1 6,719 27.6
4 7.6 9.1 16.6 8,384 34.8
5 8.4 10.5 19.0 651 44.3
Total 6.7 8.2 14.9 18,398 30.6
Injury accident 2.4 4.4 6.8 123 10.5
Note: The total average is weighted according to the number of calls within each priority level.
While every call is important to those involved, high-priority calls are generally life safety calls.
A review of the data showed that Priority 2 calls were dispatched sooner than Priority 1 (4.3 minutes for Priority 2 and 5.7 for Priority 1). The Dispatch Processing Period for a Priority 1 call (5.7 minutes) should be between 1 and 1.5 minutes. The Travel Time (5.5 minutes) should be approximately 4 minutes, and the total Response time (at present, 11.2 minutes) should be closer to 5 minutes.
83 CPSM believes that 911 dispatchers intuitively know what calls are not emergency calls and therefore, even though listed as a Priority 1 call in CAD, the dispatchers may hold some calls and dispatch them as a non-emergency call. A review of injury collisions shows the department’s response is more closely aligned with the industry goals cited above. (Dispatch Delay of 2.4 minutes, Travel Time of 4.4 minutes, Total Response of 6.8 minutes). Reviewing injury collisions points to a likely explanation for this discrepancy as the data set for Priority 1 calls includes calls that are not Priority 1 calls. CPSM recommends SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result.
FIGURE 7-3: Average Response and Dispatch Processing Times for High-priority Calls, by Hour
Observations:
■ High-priority calls had an average response time of 10.8 minutes, lower than the overall average of 14.9 minutes for all calls.
■ Average dispatch processing was 5.3 minutes for high-priority calls, compared to 6.7 minutes overall.
■ For high-priority calls, the longest response times were between 3:00 a.m. and 5:00 a.m., with an average of 16.4 minutes.
84 ■ For high-priority calls, the shortest response times were between 11:00 p.m. and 1:00 a.m., with an average of 7.1 minutes.
■ Average response time for injury accidents was 6.8 minutes, with a dispatch processing of 2.4 minutes.
Quality Assurance
Periodic review of random tape-recorded calls handled by each 911dispatcher or call taker is important to ensure quality control and helps to identify training and/or performance issues. A well-developed quality assurance protocol assures that there is an objective measuring of performance of the communications officer through random case review in a consistent and standardized manner. Monitoring communication calls for service can also assist in identifying troublesome areas that specific employees may have and provides an opportunity to correct that individual employee’s deficiencies.
There is currently no quality assurance conducted at SLOPD to include the auditing of medical calls.
There are four principal objectives of a credible quality assurance program:
■ Ensure that employees understand their duties.
■ Measure and evaluate employee compliance relevant to their duties. ■ Thoroughly review the effects of compliance, evaluating effectiveness, accuracy, and safety. ■ Make the necessary changes and assure subsequent improvements in compliance through continuing education and feedback to both the employee and director.
CPSM recommends that SLOPD develop and implement a quality assurance program and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for the SLOPD.
Communications Summary
SLOPD’s 911 Center has struggled over the last year due to a staffing shortage that caused employees to work a great deal of overtime just to meet operational needs. The dispatch personnel are to be commended for their commitment to ensuring the needs of the department are met and the 911 Center is staffed. The Center is also to be commended for training those new employees to bring staffing back to manageable staffing numbers.
Communications Center Recommendations:
■ CPSM recommends adding two dispatchers to cover the peak call periods from 7:00 a.m. to 7:00 p.m. (Recommendation No. 44.)
■ CPSM recommends the SLOPD abandon the current methodology for assigning calls and move to a traditional beat designation; it should use vehicle location technology to assign the closest available unit until a beat system is implemented. (Recommendation No. 45.) ■ CPSM recommends that the GPS of the patrol vehicles be used to dispatch the closest available unit to calls if the designated beat officer is unavailable. (Recommendation No. 46.)
85 ■ CPSM recommends the SLOPD undertake a review of the reason for the delay in dispatching Priority 1 calls, particularly the definition of call types, and implement effective changes to protocols to reduce the dispatch delay. CPSM recommends the department continue to monitor response times to high-priority calls to ensure changes to practice have their intended result. (Recommendation No. 47.)
■ CPSM recommends that SLOPD develop and implement a quality assurance program and ensure that audits are being conducted of emergency medical dispatch calls. There are software programs that can assist as well as successful programs in other agencies that could be a model for SLOPD. (Recommendation No. 48.)
PROPERTY AND EVIDENCE SECTION
The Property and Evidence (P&E) Section is part of the Administrative/Investigative Bureau and is directly managed by the Investigative lieutenant. Staff consists of two Property and Evidence Technicians, a staffing level that represents all the required operational requirements and obligations as prescribed by law and the California Commission on Peace Officer Standards and Training (CAPOST).
The policies governing the property and evidence functions are in the department’s policy manual. They are primarily general, applying to the handling and collecting of evidence in the field. The P&E Section provides specific department property and evidence manuals for procedures inside the property rooms.
The staff work 10-hour shifts Monday through Thursday and Tuesday through Friday. P&E is open for public walk-ins (via the Records Section) to retrieve property on Mondays and Fridays during business hours from 8:00 a.m. to 4:00 p.m.
Overview
Two professional associations prominently serve this field: the California Association for Property and Evidence (CAPE) and the International Association of Property and Evidence (IAPE). Both provide valuable training and technical support. IAPE’s website features links to sample policies and procedures. To the department’s credit, the staff has attended IAPE training and knows best practices. P&E Section personnel are members of CAPE; they should participate in yearly CAPE training related to their responsibilities in order to continue their professional development.
CPSM found that the P&E staff are using the RMS to a high degree and are adding to their capacity by implementing the "File On Q" "evidence platform, which is commonly used throughout the country. The software will help SLOPD enhance P&E activity reports and provide digital and physical audits as well as other reports such as discovery, lab runs, destruction/purging, property intake, and custodial activities. The decision to use the evidence software is an example of proactive decision-making by SLOPD leadership in preparing for the future.
SLOPD’s Property and Evidence staff duties include:
■ Intake, recording, and storing all property booked by police employees. ■ Safeguarding property.
■ Releasing evidence to detectives for court.
86 ■ Releasing property to the public.
■ Compliance with state law and policy regarding disposition and purging of property. ■ Transportation of drugs and narcotics to the local crime lab. ■ Tracking and auditing of all items in all four property rooms.
Storage and Security
During our site visit of all storage locations used to store property and evidence for the department, it was apparent that SLOPD exceeds industry standards for handling property and evidence. The evidence was well organized, no random items were left on counters, nor did we observe disorganized areas of the property rooms. All storage locations were secure; three of the storage rooms that are used to store guns, narcotics, monies, or other type of evidence items were alarmed with industry standard security features. One of the storage locations is a secure container off-site at a city-owned facility and which is checked regularly by the P&E staff. The property rooms had strong security with digital codes required for entry; however, no automatic video recording activation exists for any of the property rooms. Video recordings are an industry standard recommendation.
CPSM found that the intake, storage, and processing of money, drugs, and monies are well tracked and organized. Currency is regularly deposited, and guns are purged as needed. CPSM also found that the department utilizes the standards of the International Property and Evidence Association in its P & E daily operations, technology usage, and office space organization. These are all positive aspects of an industry-standard property and evidence room.
CPSM was provided a walk-through of the evidence and property areas. We were able to visualize the workflow, from how an officer stores equipment in lockers to the use of the RMS/evidence module system to track all activity. The activity workflow overview included how officers handle evidence for court hearings to how the case file system functions. Many of the processes undertaken by the P&E Section often meet and occasionally exceed national standards in processing and managing property and evidence. As already mentioned, one area of improvement needed for the property and evidence room is the implementation of a video recording system for higher security. Prior to CPSM’s visit, the department had initiated a discussion on implementing such a system. CPSM recommends that the SLOPD install a video recording system for all property rooms as soon as practical.
Our research of monthly tracking methods, reports, and audits shows that the department’s P&E function exceeds most expectations through documenting inventory, auditing, and purging activity. The reporting and regular reviews of P&E activity includes reviews by the Investigative lieutenant and the Deputy Chief.
The P&E Section conducts regular purging projects, with the last destruction occurring in June 2023. The next property and gun destruction date is scheduled for fall 2024. CPSM recommends that the SLOPD return to an annual inventory audit to avoid potential issues when destruction dates are missed.
CPSM found that the department meets industry standards in the following areas of property management:
■ Modern controls.
■ Alarm systems.
87 ■ Modern shelving systems that are designed to maximize space. ■ Management software.
■ Property and evidence-specific policies and procedures. ■ Separate secure areas for money, guns, and drugs.
■ Management of multiple property rooms and the internal evidence locker system.
The P&E Section incorporates the following technology systems, many of which are considered best practice utilizations:
■ CJIS.
■ CLETS.
■ Laserfiche.
■ WatchGuard.
■ Dataworks Plus.
■ InTime.
■ Oracle.
■ Mital.
■ Nice.
■ Inform.
■ VoicePrint.
■ Motorola Solutions.
■ Spillman Flex.
The P&E Section utilizes the Spillman technologies RMS to research case history, data collection, and for other research purposes. It is apparent the department uses the RMS component to its fullest capacity to manage the property and evidence inventory rooms.
Workload
The workload associated with intaking, processing, inventorying, and purging items includes an assortment of responsibilities that the P& E Section appears to be managing well. CPSM found the number of evidence Items booked decreased by 8 percent from 7,136 in 2021 to 6,562 in 2022, but which expanded in 2023. CPSM found that the level of intake activity is higher than most police organizations of similar size and may be attributed to the unsheltered population with which the department engages on a daily basis. The following table offers data for intake and disposal of items for 2021 through 2023. The increase in the number of yearly inventoried items is the result of pending court cases and abandoned items related to the unsheltered population.
TABLE 7-4: SLOPD Property and Evidence Intake and Disposal, 2021–2023 2021 2022 2023 Total
88 Processed into Inventory 7,136 6,562 7,142 20,840
Disposed out of Inventory 5,591 2,046 883 8,520
Total Inventory 1,545 4,516 6,259 12,320
Source: San Luis Obispo Police Department
CPSM obtained various data points to examine workload, listed below, which demonstrate the increasing workload and technical aspect of the Property & Evidence specialists. The review and categorization by the technicians of body-worn camera video and in-car video in a constantly growing part of their workload.
For 2021, 2022, 2023, and 2024 the technicians handled the following video recordings:
■ WatchGuard BWV items increased from 58,999 in 2021 to 70,096 in 2022 (19 percent increase). ■ Total video recordings in 2023 reached 68,457.
■ 2024 total videos through August reached 57,746, an average of 7,218 per month. This would put the technicians on a pace to handle 86,600 recordings for the year.
Other examples of the increasing work involved in the review and categorization of digital video are:
■ In 2022, discovery orders (mainly related to BWV) increased by 17.5 percent to 784 for the year.
■ WatchGuard Video/Cases processed as evidence decreased from 1,380 in 2021 to 968 in 2022 (30 percent decrease), possibly due to lower staffing levels. As full staffing levels are reached, the level of digital video and related tasks can be expected to increase.
P&E personnel must review all BWV and in-car video in order to store each video into proper case files. About 10 percent to 20 percent of all videos are not assigned to digital case folders for various reasons. On average, one Watchguard case includes about 10 to 15 body-worn camera and in-car video items that must be reviewed and individually processed into the evidence portal. The Property and Evidence Technicians code and categorize all WatchGuard videos to ensure each case includes all video related to officers involved in case investigations.
The process can require up to 15 to 20 minutes to review and categorize each video. The number of digital case files related to all body-worn cameras and in-car cameras are:
■ 2021: 1,380 WatchGuard video cases.
■ 2022: 968 WatchGuard videos.
■ 2023: 814 WatchGuard videos.
■ 2024:533 WatchGuard videos (as of 09/01/24).
The number of items processed into the Property & Evidence Section includes all digital evidence, which has significantly risen in the last five years. As an example, in 2021, of the 7,136 items processed into evidence, 4,200 were digital items. BWVs and in-car videos have become vital technology within law enforcement. They have tremendous value in recording contacts between officers and the public. However, the technology requires constant management and upgrading of equipment and servers, and the use of this technology does not come without its challenges. One such challenge of the use of this technology is storage of images and meeting demands for the release of the images captured. These are not small issues. Agencies that have chosen to utilize body-worn cameras have found that evidence storage and meeting public
89 record requests have led to substantial additional costs, often including the need to hire additional staff to meet these demands. SLOPD will undoubtedly face similar challenges and will need to consider an increase in staffing in the future. CPSM recommends the department evaluate the use of Motorola’s Video-Manager EL software product to administer and process all BWV and in-car digital video. The use of software to auto-populate and classify video can reduce the time P&E technicians expend in reviewing and categorizing videos for digital case folders.
CPSM Staffing Recommendation
In closing, CPSM found that the current staffing of the Property and Evidence Section is sufficient to operate the current operations and administrative functions. However, the department should continue to monitor the ongoing efforts of managing responsibilities related to video storage as the number of videos grows. The SLOPD should also continue to invest in formal and conference training for P&E personnel so they can stay up-to-date on new laws, industry standards, and innovations.
P&E Recommendations:
■ CPSM recommends that SLOPD leadership continue to monitor the workflow and volume of tasks related to digital videos and consider staffing increases as needed. (Recommendation No. 51.)
■ CPSM recommends the department develop a solution to implement a video recording system for all the property room locations. (Recommendation No. 52.) ■ CPSM recommends that the department return to annual audits and inventory to avoid potential issues that can develop quickly. (Recommendation No. 53.)
RECORDS SECTION
The Records Section is part of the Administrative/Investigative Bureau and is directly managed by the Investigative lieutenant. The Records staffing levels are listed below and represent all the required operational requirements and obligations as prescribed by law and the Peace Officer Standards and Training (POST);
TABLE 7-5: Records Section Staffing
Position Authorized Actual Vacant
Records Supervisor 1 0 1
Records Lead Clerk 1 1 0
Records Clerks 4 4 0
Total 6 5 1
Source: San Luis Obispo Police Department
Records personnel conduct traditional data entry, record administrative filings, process police reports, and provide the public with accident reports, services related to towed or impounded vehicles, background requests, clearance letters for past criminal offenses, and informal and formal discovery requests.