CITY GATE
POLICE SERVICES
STAFFING NEEDS ASSESSMENT
AND ORGANIZATIONAL ANALYSIS
OF THE POLICE DEPARTMENT
CITY OF SAN MATEO, CA
JUNE 13, 2024
Y GATE
RVICES
WWW.CITYGATEASSOCIATES.COM
600 COOLIDGE DRIVE, SUITE 150 PHONE: (916) 458-5100
FOLSOM, CA 95630 FAX: (916) 983-2090 CALTRORNIA
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City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
TABLE OF CONTENTS
Section Page
Executive Summary... ...1
Policy Choices Framework.
General Summary of Citygate's Assessment... ...2
Summary of Police Services Findings by Topic 3
List of Recommendations and Funding Priorities. ....5
Section 1—Introduction...... ....11
1.1 Report Organization ...11
1.2 Project Scope. .. 12
1.3 Project Methodology... ... 12
1.4 Acknowledgements.. .. 13
Section 2—Organizational Review ... ....15
2.1 City Background.. 15
2.1.1 Form of Government... 15
2.1.2 Population Trends....... 16
2.2 Agency Background and Organizational Structure 17
2.3 Benchmark Analysis.... 18
2.3.1 Staffing Benchmark..... .. 19
2.3.2 Rank Structure Benchmark ... 19
2.3.3 Policing Cost Benchmark... ....20
2.3.4 Perspective for San Mateo.. ....20
2.4 City Crime Data - Uniform Crime Reporting ...21
2.4.1 Part 1 Crimes Definition .. ....21
2.4.2 Crime Rate Comparison.. ...21
2.4.3 Perspective for San Mateo. .. 24
2.5 Leadership and Culture..... ....24
2.6 Employee SWOT Survey...... ... 25
Section 3—Field Operations Services Review…... ...27
3.1 Overview. ... 27
3.1.1 Field Operations Division. ....27
3.1.2 Geographic Deployment.... ...29
3.1.3 Patrol Staffing and Scheduling.. ...30
3.1.4 Personnel Vacancies and Recent Attrition ... 32
3.1.5 Supervision and Division Structure... ....33
3.2 The ICMA "Rule of 60" ...34
3.2.1 Resource Allocation.... ...34
3.2.2 Workload Efficiency.... ....35
3.2.3 Applying the Rule of 60 ....35
3.3 Workload Analysis... .. 36
3.3.1 Department Calls for Service ....36
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CHLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.3.2 Patrol Calls for Service ... 38
3.3.3 Problem Code Analysis ...41
3.4 Response Time Analys......... ....44
3.4.1 Understanding Fractile versus Average Measurement.. ....44
3.4.2 Patrol Response Time Analysis. ....45
3.4.3 Priority Call Type Analysis.. ....46
3.4.4 Geographic Analysis... ....50
3.5 Temporal Analysis.. ....51
3.5.1 Public-Generated Incidents and Committed Hours ....52
3.5.2 Committed Hours........ ....53
3.6 Patrol Utilization.. ... 54
3.6.1 Patrol Utilization Modeling... ....55
3.6.2 Community Service Officer Utilization.. ... 56
3.7 Traffic Analysis ...59
3.7.1 Traffic Incidents Overview. ....60
3.7.2 Traffic Distinct Incidents ...
3.7.3 Traffic Collisions Analysis...
3.7.4 Office of Traffic Safety Review..
3.8 Data Analysis Summary ........ .... 66
3.8.1 SMPD 2016 Staffing Study.. ... 66
3.8.2 Patrol Schedule Assessment.
3.8.3 Minimum Staffing Levels Assessment
3.8.4 Simulated Schedule and Staffing Model. ... 71
3.9 Findings and Recommendations.. .... 73
3.9.1 Findings... .... 73
3.9.2 Recommendations. .. 75
Section 4—Support Services / Investigations Review…..
4.1 Overview
4.2 Investigations Services Bureau...
4.2.1 Lieutenant of Investigations..
4.2.2 Detective Sergeants.
4.2.3 Case Detectives..
4.2.4 Case Management ... 79
4.2.5 Community Service Officer (CSO) and Digital Forensic Specialist. .. 80
4.2.6 Life360. ...81
4.3 Youth Services Unit / Police Activities League ...81
4.3.1 Youth Services Unit.... ...81
4.3.2 Therapy K9. 83
4.3.3 Police Activities League. ... 84
4.4 Administrative Technician.... ...84
4.5 Findings and Recommendations. .... 85
4.5.1 Findings. ... 85
4.5.2 Recommendations. .. 85
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CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Section 5—Business Management and Executive Assistance.. ....89
5.1 Business Manager. ..... 89
5.2 Executive Assistant.. ....89
5.3 Findings and Recommendations.. .. 90
5.3.1 Findings... ....90
5.3.2 Recommendations.... ... 90
Section 6—Police Technical Services Review…..... ....91
6.1 Police Technical Services Division.. ...91
6.1.1 Unit Overview ....91
6.2 Public Safety Dispatch ....92
6.2.1 Recruitment and Retention.. ... 94
6.2.2 Capacity and Scheduling.. ......95
6.2.3 Workload and Performance.... ....97
6.2.4 Other (Anecdotal) Considerations.. ....99
6.3 Records ... 100
6.3.1 Workload and Capacity.. 100
6.3.2 Staffing and Job Specifications 101
6.4 Property and Evidence ... 101
6.5 Findings and Recommendations.. 102
6.5.1 Findings.. .. 102
6.5.2 Recommendations...... .... 103
Section —Professional Standards Review ....... ....105
7.1 Professional Standards / Internal Affairs.... ... 105
7.1.1 Professional Standards Lieutenant.. .. 105
7.1.2 Internal Affairs Workload and Case Management. .. 106
7.2 Training.. 108
7.2.1 Training Officer... .. 109
7.3 Community Relations.... ... 110
7.4 Volunteers and Student Interns... ... 112
7.5 Backgrounds 113
7.6 Findings and Recommendations ... 114
7.6.1 Findings. . 114
7.6.2 Recommendations…… ... 114
Section Summary of Personnel Priorities and Findings and Recommendations ...117
8.1 Personnel Recommendations and Priorities. ....117
8.2 Findings 119
8.3 Recommendations. 123
Table of Tables
Table —Recommendations and Funding Priorities.. 6
Table 2—Benchmark: Agency Staffing... ...19
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CHLYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 3—Benchmark: Rank Structure ... ... 20
Table 4—Benchmark: Police Budget per Capita. ....20
Table 5—Patrol Schedule ... ....31
Table 6—Patrol Minimum Officers by Time. .. 32
Table 7—Patrol Total Distinct Incidents (2018-2023)... ....40 Table 8—Patrol Distinct Incidents by Priority (2018-2023) ... 47 Table 9—Workload Analysis: Committed Time by Year ...53 Table 10—2021 SMPD Internal Patrol Staffing Analysis ....70 Table 11—Investigations Bureau - Staffing.... ... 78
Table 12-Investigative Services Case Management (2020-2023) ... ... 80 Table 13—YSU Annual Documented Activity (FY 17/18-22/23) ... 82 Table 14—SRO Incidents and Cases by School by Year (2018-2023).. ... 82 Table 15—Total School Incidents and Cases (2018-2023)... ... 83 Table 16—Dispatch Overtime Spending (2020-2023). ... 93 Table 17—Regional PDs: Dispatch Salary "Top Step" Comparison (2023)... ...93 Table 18—Current Dispatch Unit Schedule .. ....95
Table 19—Proposed Draft Dispatch Schedule ... 96
Table 20—PSAP Data (2023).. ... 99
Table 21—Department Media Relations: Subscribers by Fiscal Year. .. 112 Table 22—Position Summary: Master Staffing Index.. ...118 Table 23—Summary of Personnel Recommendations and Funding Priority . 119 Table of Figures
Figure 1—City of San Mateo Organizational Chart. ... 16 Figure 2—Population Trend (2010-2024). 17
Figure 3—Organizational Chart (2023) .... ...18
Figure 4—Part 1 Crimes Categories ...21
Figure —Comparison of Violent Crime Rates (2010-2022)... ....22 Figure 6—Actual Reported Violent Crime Incidents (2010-2022). ... 22 Figure Comparison of Property Crime Rates (2010-2022) ... 23 Figure 8—Actual Reported Property Crime Incidents (2010-2022). ...24 Figure 9—Patrol Services Area Districts. ...30
Figure 10—Department Incidents by Call Source and Priority ....37 Figure 11—Department Incidents by Problem and Year.. ....38 Figure 12—Patrol Incidents by Call Source and Priority (2018-2023).. ... 38 Figure 13—Patrol Incident Volume (All Call Sources) Year Over Year (2020-2023) ... ....39 Figure 14—Patrol Officer-Initiated Incidents Year Over Year (2020-2023) ...39 Figure 15—Patrol Public Generated Calls Year over Year (2020-2023)... ....40 Figure 16—Patrol Calls for Service by Source (2018-2023).... ...41 Figure 17—Top Public-Generated Problem Codes by Year. ... 42 Figure 18—Patrol: Officer-Initiated CFS (2018-2023).. ....43 Table of Contents page iv
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 19—Fractile versus Average Response Time Measurements ...45 Figure 20—Priority 1 Response Time Analysis - 90 Percentile Measure (2018-2023).. .... 46 Figure 21—Priority 1-5 Response Time Analysis - 90" Percentile Measure (2018-2023). ....47 Figure 22—Priority 1 Distinct Incidents.. ... 48
Figure 23—Priority 2 Distinct Incidents.. ....49
Figure 24—Priority 3 Distinct Incidents.. ....50
Figure 25—Area of Mapped Public-Generated Calls ... 51
Figure 26—Patrol: All Distinct Incidents and Committed Time (2018-2023) .. ....52 Figure 27—Patrol: Public-Generated Distinct Incidents and Committed Time (2018-2023) ... 53 Figure 28—Committed Hours by How Call Received .... 54
Figure 29—Patrol Utilization for Engaged Units .... ... 55 Figure 30—Patrol Staffing Simulation: Addition - +1 Engaged Units... ...56 Figure 31—CSO Distinct Incidents Year Over Year (2020-2023).... ....57 Figure 32—Community Service Officer Problem Analysis (2018-2023) ... 58 Figure 33—CSO Distinct Incidents and Committed Hours (2018-2023).. ... 59 Figure 34—Traffic Incidents Overview (2018-2023).... .... 60 Figure 35—Traffic Unit Distinct Incidents Year Over Year (2020-2023). ... 60 Figure 36—Traffic Problem Analysis.. ... 61
Figure 37—Traffic Distinct Incidents and Committed Hours (2018-2023)... ... 62 Figure 38—Traffic Collisions by Day of Week and Time of Day ... ..... 62 Figure 39—Traffic Collisions by Type of Crash.. ... 63
Figure 40—Traffic Collisions by Severity.. ... 63
Figure 41—Injury Collisions by Primary Cause (2021-2022)... ....64 Figure 42—Office of Traffic Safety City Comparison Analysis (2021) ... 65 Figure 43—2021 SMPD Internal Patrol Staffing Analysis by Hour ... ... 69 Figure 44—2021 SMPD Study: Difference Between Average Need and Current Levels ....71 Figure 45—Citygate Simulated Schedule and Staffing Model. ... 72 Figure 46—Investigations Bureau - Proposed Reorganization.. .... 86 Figure 47—Internal Affairs Data (2023). 107
Figure 48—Internal Affairs Data (2022) ... 108
Figure 49—Internal Affairs Data (2021) 108
Figure 50—Investigations Bureau - Proposed Reorganization .. 126 Table of Contents Page CITY GATE
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City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
EXECUTIVE SUMMARY
The City of San Mateo (City) retained Citygate Associates, LLC (Citygate) to conduct a Staffing Needs Assessment and Organizational Analysis of the Police Department (Department). This assessment includes review of the adequacy of current and future deployment systems, staffing levels throughout the Department, sustainable alternative, mental health response, and organizational structure. The methodology utilized in this Staffing Needs Assessment and Organizational Analysis can be found in Section 1 of this report.
Citygate's review includes a detailed analysis of the data that drives staffing recommendations, including data concerning police unit response times, crime, and calls for service. The review also includes analysis of the staffing of supervision, management, and support functions within each of the three divisions of the Department. The Department provided incident and other workload measures data where available.
This assessment encompasses Citygate's recommendations for Department success over the next five to seven years.
Overall, this report contains 36 key findings and 33 specific, actionable recommendations. Findings and recommendations are presented in their narrative context in sections 2 through 7. A . comprehensive list of all findings and recommendations is presented sequentially in Section 8. Recommendations are also presented in Table 1 of this Executive Summary.
POLICY CHOICES FRAMEWORK
As the City Council understands, there are no mandatory federal or state regulations directing the level of police field service staffing, response times, and outcomes. The International Association of Chiefs of Police (IACP) recommends methods for determining appropriate staffing levels based on local priorities. The National Emergency Number Association (NENA) provides standards for 9-1-1 call answering, and the Association of Public-Safety Communications Officials International (APCO) and the International Academies of Emergency Dispatching (IAED) provide best practices that illuminate staffing needs for communications centers providing dispatch services.
Using a data-driven framework as advocated in this report, the City can engage the community in adapting future public safety services to use alternative and focused strategies while addressing community-wide, neighborhood, and social issues relative to the services provided.
Personnel costs are often the most significant cost center in any department budget. One of the City Council's greatest challenges is managing scarce fiscal resources and allocating them wisely across the vast needs of municipal government safety operations. The recommendations in this Executive Summary Page 1 CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Comprehensive Operations and Staffing Assessment are made based on best practices, Citygate's experience, and guidelines established by professional industry organizations. The City's fiscal capabilities must be considered when weighing these recommendations. Since there are no law enforcement national standards, the City is well advised to use the advice and counsel of City management and the Police Chief for guidance to determine where to allocate available resources to meet the service delivery expectations of the community.
GENERAL SUMMARY OF CITYGATE's AssESSMENT
Throughout Citygate's assessment, we found a Department with high professionalism at all levels and a staff willing to implement new ideas and technologies to improve policing in the City. The members of the Department are extremely dedicated to the community they serve. No organization is perfect, and many of the findings and recommendations in this report are items the Department is aware of and is already taking steps to implement. Some changes will take time and require resources as part of the normal budget process.
Throughout this assessment, Citygate's recommendations across six themes will serve the Department in its effort to achieve the following goals:
1. Update organizational structures to maximize effectiveness.
2. Improve public and officer safety through increased supervisory oversight.
3. Increase capacity in Patrol services, particularly during peak hours, to reduce response times and allow more time for officer-initiated proactive policing, community engagement, and investigative follow-up.
4. Increase training to ensure compliance with the latest regulations and standards for safe, fair policing.
5. Improve the type and volume of formal community engagement.
6. Project future needs based on current capabilities, call volumes, trends, staffing levels, population growth, service level expectations, and demand for future expansion of service delivery and personnel.
Citygate analyzed current capabilities to project future needs for the Department, with actionable recommendations and strategies provided for implementation based on growth and development in the City.
If this study's recommendations are implemented over several fiscal years, the Department will be well positioned to deepen its ability to provide proactive policing. The community will be able to increase interaction with partners in the Department to foster joint crime prevention strategies. The Executive Summary page 2
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department prevention of crime and disorder and the closure of investigations of serious incidents will increase. When the public interacts with San Mateo police, they will know them and trust them to be fair—and will not assume they are representative of what is wrong with policing elsewhere in America.
Summary of Police Services Findings by Topic
Organizational Summary
At the time of this analysis, the Department was operating with an authorized/budgeted staffing level of 161 full-time employees, including 116 sworn staff and 45 professional staff. The Department is currently organized into three major divisions commanded by three senior managers, including two Police Captains and a Police Technical Services Administrator (who is the equivalent civilian rank of a Police Captain).
The Department's staffing levels represent 891 residents per sworn police officer, or 1.12 sworn officers per 1,000 residents. Citygate found that the number of sworn executives within the Department, which includes the Captains and the Chief, was on the lower end when compared to other benchmark agencies. The total percentage of line-level police officers was on the higher end relative to the same benchmark agencies. The final metric Citygate used in the benchmark analysis was the Department's policing costs relative to other regional police agencies. For this measurement, Citygate noted that San Mateo's per capita spending on policing was $561, which was the second lowest of the regional agencies measured. These factors, combined with the workload metrics and subjective analysis detailed in this report, formed the basis of Citygate's findings and staffing recommendations.
Patrol Services Summary
Citygate found that the Department has previously conducted internal police staffing reviews to determine the appropriate level of uniformed police officers assigned to Patrol; however, this assessment represents the first time the Department has conducted an external staffing study to assist in determining current and future resource needs in Patrol.
The Field Operations Division is organized into two Patrol teams responsible for uniformed police response to the community. Each team is comprised of four shifts that provide 24-hour coverage.
Additionally, Traffic, Crime Reduction Unit (CRU), and officers assigned to the downtown area are organized under a third Lieutenant. Citygate found this Division to be highly responsive to meet community needs pertaining to emergent and proactive response.
An in-depth analysis of five years of police call data revealed both benefits and challenges related to staffing and scheduling in Patrol. With overlapping shifts, uniformed Patrol teams can ramp up staffing during daytime peak hours. However, the current structure does not provide an overlap between the night shift and the morning shift.
Executive Summary page 3
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Daily scheduling is a continuous staffing challenge. The Department utilizes robust scheduling software and has a complex policy to ensure minimum staffing is achieved per hour versus by shift. Citygate identified periods during each day that utilization levels were too high and required additional police officers, especially on day shift in the morning hours.
Support Services / Investigations Summary
The Support Services Division includes Investigations, Recruiting and Backgrounds, Media Relations, Peace Officer Standards and Training (POST) Compliance, Community Relations, recruiting and Academy attendees, and an Administrative Technician for payroll. Citygate found the Support Services staff to be friendly, professional, helpful, and dedicated to promoting professional policing. The Division is led by a Captain with three Lieutenants and an Administrative Assistant.
Citygate sees an opportunity to align units of similar mission and purpose to increase operational efficiency and improve customer service. Efficiency alignment would entail one Lieutenant with command of Community Relations to include PIO and social media, the Police Activities League (PAL) civilian Manager, Youth Services, and Community Relations and Volunteers. The second Lieutenant would be responsible for Investigations. The third (new) Lieutenant position would be responsible for Professional Standards including Internal Affairs, Training and POST Compliance, Recruiting, Retention, and the Police Academy (Regular Basic Course). A clerical support position would be added to the Professional Standards Unit.
Investigations includes PAL; Youth Services; Therapy K9; Building Facilities; volunteers and interns; Per Diem staff; and sworn staff assigned to specialty units for the Drug Enforcement Administration (DEA), the Vehicle Theft Task Force (VTTF), and the Gun Violence Prevention Task Force.
Police Technical Services Summary
Citygate found Technical Services staff to be engaged and professional, with a willingness to engage with new ideas to promote operational efficiency and improved customer service. A civilian Police Technical Services Administrator (equivalent rank of Captain) leads the Police Technical Services Division, which includes public safety dispatch, a Business Services Analyst, an Evidence Analyst, the Property and Evidence Unit, and the Records Unit. Citygate found that the Administrator demonstrated contemporary business acumen and was technically proficient.
Citygate also found opportunities to increase service delivery efficiency by focusing on the recruitment and retention of public safety dispatchers. The Department can realize fiscal savings while reducing stress and increasing the wellness of dispatchers.
Similarly, Citygate found opportunities to increase customer service and risk management in the Property and Evidence Unit by implementing recommendations from a 2022 audit related to staffing, security, and operations changes. Citygate's Project Team concurs with the Executive Summary page 4
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department recommendations focusing on securing the Unit; limiting access; utilizing video technology monitoring; and emphasizing processing related to money, drugs, and guns for better risk management.
Citygate sees an additional opportunity to improve the morale and wellness of staff by revising the job specifications of the Senior or Lead Clerk position and offloading some of the Records Unit Supervisor's responsibilities to increase effective supervision.
LIST OF RECOMMENDATIONS AND FUNDING PRIORITIES
The following table lists all recommendations in summary form and identifies the following:
Recommendations that can be implemented at no cost (other than staff time).
Remaining recommendations that will require a General Fund expense to implement.
The funding priority level for any recommendations requiring funding.
Staffing additions associated with the implementation of a recommendation— noted in parentheses immediately next to the "X" in the Funding Priority columns to the right of the table, which are totaled at the bottom of the table. Because not all personnel are full time, full-time equivalency may be presented with half-numbers (e.g., a "5" in the column).
NOTE: While funding priorities are identified, these recommendations are not presented in a general priority order. Greater context and further content related to each recommendation is provided throughout this report.
Executive Summary page 5
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 1—Recommendations and Funding Priorities
Recommendation No Cost Prioriy Prioring Priority 2
Field Operations Services
1. Fully staff Patrol to its authorized complement of police officers (58). Funo 4 new FTE officer positions to provide a buffer in Patrol (one additional officer for every two shifts), reduce the continuous impact of staffing X (4) shortages, and backfill for long-term injury and vacancies that reduce operational positions that are often funded using overtime.
2. Add 2 FTE officers to Patrol and assign 1 per each day shift on Team A and Team B to ensure Patrol officer committed time is no more than 60 percent and provide increased services during elevated daytime demanc X (2) beginning at 7:00 am
3. Secure ongoing funding for the recently added, grant-funded CSO. Deploy with the existing 3 CSOs to Watch 1 and Watch 2 (on both teams). This would ensure Patrol officer committed time is no more than 60 percent and provide increased services during elevated daytime demand for service in the community.
4. Increase the minimum number of deployed Patrol staff on Watch 4 to no less than 6 Patrol officers from 2:00 am until the end of the shift once Patrol staffing positions are added.
5. Increase the minimum number of deployed Patrol staff at the start of Watch 1 to no less than 6 Patrol officers once Patrol staffing positions are x added.
6. Restructure the Traffic Unit, utilizing 1 of the 2 current Traffic Sergeants to provide full management of supervisory responsibilities for the Unit.
7. Reallocate 1 of 2 Traffic Sergeant positions to a newly formalized and dedicated Downtown Unit / Problem-Oriented Policing team to address downtown response, quality-of-life issues, homelessness, business needs, events, and community engagement. Organize such programs and services under a newly formed Community Engagement Unit that could be supervised x with the Traffic Sergeant's reallocation without the addition of a new FTE. A Community Engagement Unit would augment overall Patrol response by engaging businesses and neighborhoods directly and addressing problems that significantly impact the greater community.
8. Add 1 FTE CSO to Traffic and deploy with the existing Traffic CSO to extend weekly coverage and support to assist Motor Officers in more X (1) effectively performing traffic enforcement and collision investigations.
9. In light of the increased risk and liability in policing today, the Department should consider the future potential of adding 2 Lieutenants to Patrol and X (2) deploying Patrol Lieutenants as Watch Commanders to ensure greater management oversight and further balance Lieutenant workload.
10. Evaluate the current, rotating 4/11 shift schedule to determine whether an alternative, compressed work schedule could provide evidence-based x benefits to the Department and community and also address training issues, ancillary assignment challenges, officer fatigue, and overtime use.
Executive Summary page 6
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Recommendation No Cost
11. The Department should manage minimum staffing by shifts) versus by hours) of day, reducing the impact of the current per-hour scheduling x challenges.
12. The Department should consider a management-level "reasonable accommodation" approach to scheduling that does not automatically approve x leave use when it brings staffing levels below minimum.
Support Services / Investigations
13. Consider the addition of 1 full-time Administrative Assistant to the Support Services / Investigations Division. This would enable the Captain and Lieutenants to manage their time more efficiently, providing greater X (1) capacity for priorities which only they can manage.
14. Once workload indicators are properly assessed and subjective analysis is validated, consider adding 1 full-time detective to the Investigations x Bureau.
15. Consider alternatives to leverage institutional knowledge developed by detectives by either adding an additional "Senior" detective position or x extending current detective rotations by an additional two years, provided performance objectives are being met.
16. Add 1 Crime Scene Specialist as a new position of to be permanently assigned to Investigations and conduct crime scene investigations and evidence gathering. This position could also assist with digital forensic X (1) analysis.
17. The Department should consider the future potential of converting the 4 retired annuitant positions to 2 full-time detective positions once current x funding for the retired annuitant positions has expired.
18. Consider reorganizing the Investigations Bureau into two specialized units including a Special Victim's Unit (SVU) and a Major Crimes Unit. The SVU would handle all domestic violence cases, sex cases, child and elder abuse cases, and missing persons cases. The Major Crimes Unit would be divided into a Violent Crimes Unit and a Property Crimes Unit. [Note: Prior to the completion of this report, the Department had already implemented this recommendation with a reorganization of the Bureau into Major Crimes and General Felony units.]
19. As PAL funding/budget allows, the Department should consider the creation of a civilian manager position to manage the daily operations of the PAL program. The Lieutenant would be present to provide effective leadership to the YSU and SRO staff. Additionally, Citygate is concerned that X (1) the YSU/PAL Lieutenant is performing specialized activities that will hamper the ability to move elsewhere in the Department due to a lack of exposure in other areas that require sworn officer capabilities.
20. Increase the staffing level of School Resource Officers to 4 SROs total- adding 2 FTE SROs to the Youth Services Unit. With this addition, the Department can provide better customer service to schools and students X (2) while reducing the potential for officer burnout.
Executive Summary page 7
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department No Cost Funding Funding
Recommendation Priority 1
Priority 2
Business Management and Executive Assistance
21. The Department should migrate the existing, manual record-keeping process for contracts and grants to a software application to increase the efficiency of business operations.
Technical Services
22. Consideration should be given to the IACP innovations in recruitment, which includes reaching out to secondary schools and colleges (such as the college of San Mateo) where officers can bond with students and interr x opportunities exist for students of Criminal Justice programs. Hiring
23. The Department should consider adding overnight supervision with a Dispatch Supervisor or Lead Dispatcher position to provide leadership and x risk management.
24. The Records Unit and its Supervisor would benefit from reviewing the Senior Police Records Specialist job specification, identifying how the position could assist with leadership, and delegating some tasks that impede the Supervisor's ability to lead Unit staff to that position.
25. The Department would benefit from a focus on staffing the Records Unit with a fully qualified Senior Police Records Specialist to better assist the Supervisor while also assisting with the mentoring and leadership of Records x Unit staff. Additional consideration should be given to making a permanent position to process CPRAs, which could be phased in over time.
26. The Department would greatly benefit from implementing the recommendations in the 2022 audit as well as budgeting for a Property and Evidence staffing model that includes 1 Supervisor, 2 full-time Specialists, x and 1 part-time staff member that can assist with scheduled and unscheduled leave and periodic audits.
27. Citygate provided the Department with the CA POST Evidence and Property Function Agency Self-Evaluation (revised February 2022) and recommends the Supervisor and staff review it on an annual basis. With the sensitive nature of evidence, the importance of maintaining strict control is x imperative for proper risk management. [Note: Prior to the completion of this report, the Department had already implemented this recommendation with a per diem position dedicated to a purging program.]
28. The Property and Evidence Unit should develop an ongoing purging program. Such a program would provide sufficient space for existing items while also making space for new items. Additionally, provide the Unit x Supervisor the ability to utilize per diem staff on an annual basis to maintain the purging program.
29. Consideration should be given to converting the part-time Property and Evidence Specialist to a full-time position. Under the current model, X (.5) there is insufficient staff to perform all of the responsibilities of the Unit.
Executive Summary page 8
CHLY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Recommendation No Cost
Professional Standards
30. With the difficulties facing law enforcement, coupled with the elevated risks associated with civil and criminal prosecutions, the Department should consider elevating the retired annuitant (part-time) position to full-time when the current investigator retires. During the past three years (2023, 2022, and 2021) respectively, only five, four, and six complaints were formally x investigated. There are other demands on risk management, including internal and external complaints, compliance, IA investigations, CPRAs, BWC, policy and procedure updates, claims, SB 2 POST license reporting,
31. Consideration should be given to providing the Training Officer with a permanent clerical support position (Administrative Technician) to process rosters, travel reimbursements, receipt collection, certificate tracking, X (1) and other data entry tasks.
32. The Department should make productive use of METR's reporting capability and provide monthly or quarterly updates at management team x meetings to track compliance with training requirements.
33. Consideration should be given to the schedule and workload of the Communications and Publications Analyst. Due to the nature of the position requiring working events on weekends and evenings on occasion, it would be x helpful for this position to either receive overtime as an option, change the schedule to accommodate a swing shift, or add a support position to the Total Recommended Personnel by Priority 5 10.5
Total Recommended Personnel 15.5
Executive Summary page 9
CITY.GAT E
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City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 1—INtRODUCTION
Citygate Associates, LLC (Citygate) is pleased to present this Staffing Needs Assessment and Organizational Analysis for the City of San Mateo (City) Police Department (Department). This introductory section will discuss the organization of the assessment, the project scope of work, and the methodology used by Citygate.
1.1 REPORT ORGANIZATION
This report is organized into the following sections.
A summary of Citygate's general assessment of current services. A table that lists
EXECUTIVE
all of Citygate's recommendations and their funding priority levels is also
SUMMARY
provided.
SECTION 1 Introduction: An introduction to the report's organization; goals, including project scope; and project methodology.
Organizational Review: A discussion of City and agency background, history, SECTION 2 and organization. The City's crime data, Department leadership and culture, as well as the internal employee (SWOT) survey, are also discussed Field Operations Services Review: A review of Patrol services including Traffic, SECTION 3 the Crime Reduction Unit, the Downtown Unit, staffing, scheduling, and supervision. Workload analysis, assessment of response times, and overview of various Patrol units and functions is also included
Police Technical Services Review: A review of the administrative services of the SECTION 4 organization including Records, Dispatch, Property and Evidence, and business systems.
Support Services/Investigations Review: A review of the Investigative as well as Support Services Division including Investigations units, Youth Services, SECTION 5
Public Information, Background investigations, Professional Standards, and recruitment.
Summary of Personnel Priorities and Findings and Recommendations: A proposed organizational chart for the Department, a comprehensive list of all personnel full-time equivalent (FTE) recommendations and their associated SECTION 6
priority levels that appear in this report, a master staffing index showing current and projected vacancies, and a sequential list of all findings and recommendations that appear throughout the report.
Section 1—Introduction
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
1.2 PROJECT SCOPE
Citygate was retained to conduct a comprehensive Staffing Needs Assessment and Organizational Analysis of the San Mateo Police Department. The scope of Citygate's analysis included the following elements.
• Assessment of the baseline service delivery capabilities of Patrol, Investigations, Dispatch, Records, Property, Community Service Officers, and volunteers within the current resources and infrastructure.
• Assessment of operational and support staffing levels, distribution, and assignment.
Assessment of the current staff scheduling methodology. • Recommendations related to industry best practices for staffing based on Patrol coverage, Investigations, Dispatch, Records, Property and Evidence, and service delivery needs.
Projection of future needs based on current capabilities, call volumes, trends, staffing levels, population growth, service level expectations, and demand for future expansion of service delivery and personnel in Patrol, Investigations, Dispatch, Records, and Property, with recommendations related to expanding services in areas such as traffic enforcement, special investigations, community resources, and school resource officers.
1.3 PROJECT METHODOLOGY
In preparing this Staffing Needs Assessment and Organizational Analysis, Citygate consultants engaged in the following processes:
Reviewed available documents and records relating to the management, operation, staffing, training, and budgeting of the Department.
Conducted an anonymous online internal employee survey to assess Department strengths, weaknesses, opportunities, and threats (SWOT).
Interviewed sworn and professional staff throughout the Department.
Conducted an on-site visit of Department facilities.
Reviewed available computer-aided dispatch (CAD) and workload measurement data.
Section 1—Introduction page 12
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department • Conducted a legislative review, interviews, and review of organizational impacts. • Considered best practices in other agencies for applicability to the Department.
1.4 ACKNOWLEDGEMENTS
Citygate would like to thank the members of the San Mateo Police Department for their participation in this assessment and acknowledge the diligent work ethic within the Department.
The vast majority of employees made time in their busy schedules for interviews, to acquire requested information, and to provide historical perspective and context related to issues necessary for this assessment.
Section 1—Introduction page 13
CITY GATE
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City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 2—ORGANIZATIONAL REVIEW
2.1 CITY BACKGROUND
The City of San Mateo, situated on the San Francisco Peninsula in California, boasts a compelling history that traces its roots back to its incorporation in 1894. Originally a pastoral community, San Mateo has undergone significant transformations to become a dynamic suburban City. Its strategic location and proximity to Silicon Valley have contributed to its economic vitality, attracting businesses and fostering a diverse and vibrant community. The City is marked by a mix of residential neighborhoods, commercial districts, and industrial areas, creating a balanced urban andscape
The City's growth has been synonymous with innovation as the City continues to be a key player in the technological landscape of the region. With a commitment to maintaining a high quality of life for its residents, San Mateo is not only a historical gem, but also a contemporary hub for progress and development on the San Francisco Peninsula.
2.1.1 Form of Government
The City operates under a council-manager government structure in which the City Council, elected by residents, sets policies, approves budgets, and makes key decisions. The Mayor, chosen from the Council, serves as a ceremonial head, while the City Manager, appointed by the Council, oversees day-to-day operations and policy implementation. This collaborative approach ensures effective governance, combining elected representation with professional administration to address the diverse needs of the community.
The following figure details the City's organizational structure as of January 2024.
Section 2—Organizational Review page 15
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 1—City of San Mateo Organizational Chart
COMMUNITY OF SAN MATEO
BOARDS & COMMISSIONS CITY COUNCIL
Civic Arts Committee
Community Relations Commission
Investment Advisory Committee
Library Board CITY ATTORNEY
Measure S Oversight Committee
Mosquito & Vector Control District
Parks & Recreation Commission
Personnel Board
Planning Commission
Senior Citizens Commission CITY MANAGER CITY CLERK
Sustainability & Infrastructure Commission
Youth Activities Council
OPERATING DEPARTMENTS
PUBLIC COMMUNITY PARKS & INFORMATION HUMAN
POLICE LIBRARY FINANCE
WORKS DEVELOPMENT RECREATION TECHNOLOGY RESOURCES
City Council Department Heads
Mayor Lisa Diaz Nash Assistant City Manager Christina Horrisberger Deputy Mayor Rob Newsom Jr. City Clerk Patrice Olds
Council Member Rich Hedges City Librarian James Moore
Council Member Adam Loraine Community Development Director Zach Dahl (interim) Council Member Amourence Lee Finance Director Karen Huang Human Resources Director Shawnna Maltbie (interim)
Information Technology Director Pete Owen
City Manager Alex Khojikian Parks and Reereation Director Joanne Magni City Attomey Prasanna Rasiah Police Chief Ed Barberini
Public Works Director Brad Underwood (interim)
Source: City of San Mateo Website, accessed on 01/16/24
2.1.2 Population Trends
Since 2010, the City has experienced notable population growth indicative of its attractiveness.
Census data reveals a steady increase in population during this period, with the City benefiting from its strategic location in the San Francisco Peninsula. Despite some disturbance to the general population trend associated with the peak of the COVID-19 pandemic, the City has remained a desirable residential area and a hub for economic activity, with an overall increase in population driven by factors such as job opportunities, a diverse housing market, and a high quality of life.
As of the writing of this report, population decline has stalled or reversed across many Bay Area counties. The City's long-term growth underscores both its appeal and its resilience, contributing to its dynamic and evolving community landscape over the past fifteen years.
Section 2—Organizational Review page 16
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The following figure reflects the City's changes in population between 2010 and 2024.
Figure 2—Population Trend (2010-2024)
San Mateo Population Trend
2010 - 2024
108,000
106,000
505,717 105,630
104,000
103.618 104,180
102,000 102,877 103,038 103,412 103,140 103,352
101,884
100,000 100,678
100,100
98,000 99,211
98.173
96,000 97,207
94,000
92,000
2010 2011 2015 2016 2017 2018 2019 2020 2021 2022 2024
-Population
2010-2019 Population Data Source: State of California, Department of Finance, E-4 Population Estimates for Cities, Counties, and the State, 2011-2020, with 2010 Census Benchmark; Sacramento, California, May 2021. 021-2024 Population Data Source: State of California, Department of Finance, E-4 Population Estimates for Cities, Counties, and he State 2021-2024. with 2020 Census Benchmark: Sacramento, California, May 2024
2.2 AGENCY BACKGROUND AND ORGANIZATIONAL STRUCTURE
At the time of this assessment, the Department was operating with an authorized sworn staff of 116 and an additional professional staff of 45 for a total of 161 full-time and part-time personnel.
The following figure represents an adapted version of the Department's Organizational Chart.
Section 2—Organizational Review page 17 CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 3—Organizational Chart (2023)
Ed Barberini
Chief of Police
grent. Anah
ice Technical Service Fiald Opera
M. Earshaw
tess Systema A. Riccand
s. Canazze
argeant - GIL Detective Sargean
A. Von Gir
•Team Watch +
Media Relations O
CRU Officers
*OST Complia Team Watch
Lana Ove A Team Watch a
PAL SUMI Assigned to DEA
A. Maise
Detecto
IN MATEO
Command Staff
Sergeants and Police Officers
San Mateo Police Department
Civilian Staff Staffing Level
June 8, 2023
2.3 BENCHMARK ANALYSIS
As part of this review, Citygate has established several benchmark measurements with similarly situated municipal police agencies. When selecting benchmark agencies, Citygate sought input from the Department as to which agencies the Department typically compares itself with. Citygate also utilized other geographical and population metrics.
For the purposes of this assessment, the following municipal police agencies were used. • City of South San Francisco
• City of Palo Alto
• City of Redwood City
• City of Daly City
It should be noted that Citygate does not make staffing recommendations based on population measures (i.e., one officer per 1,000 residents). Rather, Citygate utilizes a data-informed workload analysis based on calls for service, which will be discussed later in this report. Nonetheless, population benchmarking does provide a snapshot in time of current, staffing-related ratios for an agency in comparison with other benchmark agencies.
Section 2—Organizational Review page 18
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
2.3.1 Staffing Benchmark
The following staffing benchmark table compares chosen agencies by population, the ratio of residents per officer, and the number of sworn police officers employed per 1,000 residents. Also included is the violent crime rate as reported by the Federal Bureau of Investigation for 2022, as well as the number of violent crimes in 2022. The table is sorted by officers per 1,000 residents.
Table 2—Benchmark: Agency Staffing
Violent Crime
Citizens per Officers per Violent Crime
Agency Sworn 1,000 Pop. Rate per 10k
Officer (2022)
Pop. (2022)
South San Fran. PD 84 765.8 1.31 38.24 246
Pallo Alto PD 86 782.4 1.28 19.91 134
Redwood City PD 97 840.2 1.19 38.28 312
San Mateo PD 116 890.7 1.12 29.23 302
Daly City PD 112 906.0 1.10 34.30 348
Data sorted by officers per 1,000 population
As the table shows, the City is on the lower end of the comparison relative to other benchmark agencies in terms of officers per 1,000 population. As previously noted, Citygate does not make staffing recommendations based on the per capita ratio of officers to residents, but rather, incorporates this comparison along with several other factors including workload and community priorities.
2.3.2 Rank Structure Benchmark
The following rank structure benchmark table compares the police agencies' ratio of line-level officers to managers. For this operational assessment, Citygate considered only sworn positions.
The reader should not infer that non-sworn professional staff are not critical to any police agency's operational effectiveness and efficiency; however, as every agency deploys professional staff somewhat differently, Citygate concentrated solely on sworn staff for this assessment. The table is sorted by population.
1 Federal Bureau of Investigation Crime Data Explorer website Section 2-Organizational Review page 19
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 3—Benchmark: Rank Structure
Agency Population Sworn Execs Mid Sergeant Officers Patrol San Mateo PD 103,318 116 2.6% 5.2% 14.7% 77.6% 64.4%
Daly City PD 101,471 112 3.6% 6.3% 11.6% 78.6% 67.0%
Redwood City PD 81,495 97 3.1% 4.1% 12.4% 80.4% 80.8%
Palo Alto PD 67,287 86 4.7% 4.7% 16.3% 74.4% 84.4%
South San Fran. PD 64,323 84 4.8% 4.8% 15.5% 75.0% 79.4% As the table shows, the City compares fairly evenly to other benchmark agencies in relation to rank structure.
2.3.3 Policing Cost Benchmark
The following table benchmarks each comparator agency's budgeted policing costs per capita. The table is also sorted by policing costs per capita.
Table 4—Benchmark: Police Budget per Capita
FY 23-24 FY 23-24 FY 23-24 FY 24
FY 23-24 FY 24 FY 24
City Ops. Police Ops. Police Budget Total Citywide
Agency Expenditure Expenditure Police Budget Per Capita - Total Citywide PD % of Total % of General PD Budgeted City FTEs
Budget - Budget - Fund Generai Fund Budgeted FTEs FTES
General Fund General Fund
Palo Alto PD 251,013,000 51,764,000 20.6% 769.3 1064 141 13.25% Redwood City PD 156,182,996 56,503,839 36.2% 693.3 591 130 22.00% South San Fran PD 140,153,329 36,838,240 26.3% 572.7 464 123 26,51% San Mateo PD 137,871,879 57,981,162 42.1% 561.2 619 171 27.63% Daly City PD 122,876,401 49,790,592 40.5% 490.7 485 141 29.07% Average 161,619,521 50,575,567 33% 617 645 141 24%
Average (excl. San Mateo) 166,986,069 54,009,898 35% 629 690 146 23% Budget data based on each city's budget as published on its public website As the table shows, San Mateo's policing budget is the highest among the comparator agencies in terms of percentage of the General Fund for each city—but San Mateo also ranks as the second lowest in terms of per capita costs.
2.3.4 Perspective for San Mateo
The City should understand that benchmarking, while informative, has limitations including the sample size and selection bias. The benchmark measures in this report are intended to provide the community perspective regarding how the Department measures against other comparable Section 2—Organizational Review page 20
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department agencies. These comparative measures represent just one of many datasets that Citygate used to formulate the recommendations contained within this report.
2.4 CITY CRIME DATA - UNIFORM CRIME REPORTING
The following data is from the FBI's Crime Data Explorer website.2 Police agencies across the nation, including the San Mateo Police Department, report crimes committed to the Department of Justice annually, with that data being published on the FBI website.
2.4.1 Part 1 Crimes Definition
While all crimes are reported, the FBI website focuses on two categories of crimes, with four crimes in each category. These are referred to as "Part 1 Violent Crimes" and "Part 1 Property Crimes" as detailed in the following figure.
Figure 4—Part 1 Crimes Categories
Part 1 Violent Crimes Part | Property Crimes
Homicide Arson
Rape Burglary
Robbery Theft
Aggravated Assault Motor Vehicle Theft
2.4.2 Crime Rate Comparison
Citygate compared crime rates in the City with those in California as well as the United States overall. To perform equivalent comparison, the City's crime statistics had to be converted to a ratio of per 100,000 population as that is what the FBI utilizes in reporting crime rates at both the state and national levels.
Violent Crime Rate Comparison
As the FBI has not yet published crime rate statistics for 2023, the following figure shows a comparison of violent crime rates through 2022.
- https://cde.ucr.cjis.gov
Section 2—Organizational Review page 21
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 5—Comparison of Violent Crime Rates (2010-2022)
Violent Crime Rate Comparison
2010 - 2022
600
500
400
300 291
300 251 263 261 260 276 258 259 260
239 228 235
200
100
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 • San Mateo • California •US
As the figure shows, from 2010 to 2022, San Mateo, California, and the United States each experienced fluctuations in violent crime rates. The City's rates varied, reaching a level in 2022 that was just below the previous peak in 2010. California saw a slight decline followed by an upward trend, while the U.S. broadly witnessed fluctuations with a slight increase in recent years.
These trends highlight the complex and dynamic nature of crime rates, which are influenced by various factors.
The following figure shows actual reported violent crime by year in the City through 2022.
Figure 6—Actual Reported Violent Crime Incidents (2010-2022) San Mateo Violent Crime
2010 - 2022
350
302
300 292
285
274274
261 266 268 266
246 242
250 239
230
200
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Section 2-Organizational Review page 22
CLLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The City has seen variations in the number of reported violent crimes over the twelve years of data reflected in the figure. Beginning with 292 incidents in 2010, the numbers fluctuated, reaching a peak of 302 in 2022. These figures reflect the evolving nature of public safety in the City, influenced by diverse factors that warrant a comprehensive approach to addressing and preventing violent incidents.
Property Crime Rate Comparison
As with violent crimes, the following figure shows property crime rate comparisons calculated through 2022 (further crime statistics for California and the United States are not yet published).
Again, crime rates are calculated per 100,000 population.
Figure 7—Comparison of Property Crime Rates (2010-2022) San Mateo Property Crime Rate
2010-2022
3500
3000
2500 |1931 2007|2081| 2062 2092 2150 2181 2186 2248
1960 1891 2063
2000 1764
1500
1000
500
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 • San Mateo • California • US
As the figure shows, property crime rates in the City are somewhat lower when compared to the statewide average but have eclipsed national property crime rates in recent years.
For further detail, the following figure shows actual reported property crime data by year in the City, calculated through 2022.
Section 2-Organizational Review page 23
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 8—Actual Reported Property Crime Incidents (2010-2022) San Mateo Property Crime Trend
2010-2022
2400 2306 2306 2330
2300 2217
2141 2125 . 2163
2200
2065 2045
2100
2000 1905 1944
1876
1900
1800 1732
1700
1600
1500
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
2.4.3 Perspective for San Mateo
The City should understand that, while violent crime has increased moderately in California, crime prevention strategies in the City have been successful in keeping its violent crime rate steady.
Property crime rates have increased modestly.
To curb future property crime rates, crime prevention strategies should continue in combination with the recommendations made in this report.
2.5 LEADERSHIP AND CULTURE
Throughout Citygate's assessment, we found a Department with high professionalism at all levels and a staff willing to implement new ideas and technologies to improve policing in the City. The members of the Department are extremely dedicated to the community they serve.
No organization is perfect, and many of the findings and recommendations in this report are items the Department is aware of and is already taking steps to implement. Some changes will take time and require resources as part of the normal budget process.
Section 2-Organizational Review page 24
CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
2.6 EMPLOYEE SWOT SURVEY
As part of every operational assessment, Citygate seeks valuable input from all employees within an organization. Citygate constructs an anonymous online survey that all employees are encouraged to complete. The survey—otherwise known as a "SWOT" assessment—asks employees about the organization's strengths, weaknesses, opportunities for improvement, and threats to achievement.
The SWOT survey received a 45 percent response rate from Department personnel. Citygate has incorporated employee feedback throughout this assessment.
Section 2—Organizational Review Page 25 CITY GATE
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City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 3—FIELD OPERATIONS SERVICES REVIEW
3.1 OVERVIEW
Citygate found a Department that provides a high level of service from its uniformed and specialized response to the community. In this section—based on an analysis of workload, calls for service, and response performance-Citygate makes several observations and recommendations.
According to its Mission Statement:
"The Police Department is committed to improving the quality of life for those who live and work within our city, by recognizing our community's needs, and by forming partnerships with the community and allied agencies to ensure long-term resolution to community crime and disorder issues. We will continue to do this through cutting-edge technology, creative solutions to problems, by respecting individual rights, conducting fair and non-biased based policing, and good, old-fashioned police work." The Department is a 24/7 comprehensive community policing agency organized into three bureaus which provide the structure for all primary service units:
• Field Operations Services
Investigations and Youth Services
Communications, Records, and Technology Services
• Support Services
3.1.1 Field Operations Division
The Field Operations Services Bureau (FOSB) "provides around-the-clock uniformed police protection and responds to all requests for police assistance. Based on a geographic service delivery model, staff are assigned to their patrol beats on a long-term basis so that patrol officers and area lieutenants form partnerships with their assigned communities to resolve problems and proactively prevent crime, disorder, and delinquency."3 Field Operations Services is led by a Police Captain and three Police Lieutenants, two of which manage uniformed Patrol teams A and B. Patrol teams are comprised of four squads, each supervised by a Patrol Sergeant. Thus, there are eight Patrol Sergeants whose primary duty is to 3 Throughout this subsection, context related to varied Field Operations units and their respective responsibilities is sometimes drawn from content on the City of San Mateo's website.
Section 3—Field Operations Services Review page 27
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department supervise all field activity and deployed resources. The third Lieutenant oversees the following uniformed specialized units.
Traffic Unit
The Traffic Unit provides enforcement of traffic laws, expert collision investigations and case prosecution, and parking enforcement while meeting the community's traffic safety needs. The Traffic Unit collaborates with the Public Works Department and other allied agencies to provide a comprehensive approach addressing the critical factors that contribute to safe streets (engineering, education, and enforcement) and formulates Neighborhood Traffic Safety Action Plans to address neighborhood traffic and parking issues. The Unit is fully committed to providing timely and responsive police services to mitigate the impacts of traffic and parking on the community and improve roadway safety for pedestrians, bicycles, and vehicles.
Two Sergeants supervise the Traffic Unit, which operates with eight officers when fully staffed. There were two unfilled positions at the time of Citygate's study.
Crime Reduction Unit
The Crime Reduction Unit (CRU) is dedicated to the eradication of violent crime, gang activity, drug activity, and serial crime patterns. CRU provides proactive, targeted enforcement aimed at abating community crime, problem locations, career criminal offenders, and organized criminal activity—including human trafficking and the associated activities that often lead to the victimization of City youth.
One Sergeant supervises CRU, which operates with four officers when fully staffed.
There was one unfilled position at the time of Citygate's study.
Downtown Unit
The Downtown Unit (DTU) serves the downtown and surrounding areas on both foot and bike patrol and is dedicated to ensuring a safe and vibrant environment for the City's business districts.
These officers also serve as a business liaison and support mechanism, seeking long-term solutions for those experiencing chronic homelessness, those with substance abuse issues, and those with mental illness. The DTU also works closely with the entertainment and alcohol businesses in the downtown and other business districts, regulating and permitting establishments while fostering economic development through ensuring a safe environment in the City's busy downtown area.
DTU is authorized four officers, which are included in the Patrol schedule and assigned to the downtown geographical area. While a Lieutenant manages this Unit, it does not have a dedicated supervisor, as officers are assigned and deployed on Patrol shifts. All allocated positions were filled at the time of Citygate's analysis.
Section 3—Field Operations Services Review page 28
CHLYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SWAT and TNT
FOSB also provides special, technical on-call units including the Special Weapons and Tactics Team (SWAT) and the Tactical Negotiations Team (TNT). These specialty units are staffed as needed and used in high-risk search and arrest warrant service. They are part of a regional team responding to critical incidents involving armed and dangerous subjects.
Other Services
The Bureau also oversees the K9 and Field Training programs, and provides operational support for the Department, including the Critical Incident Response Team and the Peer Support Unit.
Overarching Duties
Ongoing FOSB responsibilities include:
• Quickly respond to all emergencies.
Proactively protect lives and property, prevent criminal activity, and maintain civil order.
Work with City departments, service providers, and other agencies as necessary to provide long-term solutions for problems.
Strive to provide the highest degree of traffic safety through a neighborhood traffic management strategy in collaboration with Public Works.
Eradicate gang activity through prevention, intervention, and enforcement.
Reduce burglary and robbery through the apprehension and prosecution of narcotics violators.
Develop and implement operational plans for special events that result in safe operations and efficient use of resources.
Identify and coordinate crime control strategies for locating crime patterns and "hot spots."
3.1.2 Geographic Deployment
The City is divided into three Patrol beats. Each beat is staffed by one or more Patrol officers 24 hours per day depending on the hour, dedicated to responding to public needs—both from calls for service (CFS) and officer-observed proactive responses. Officers patrol in marked police cars and operate as single-officer units. Calls are dispatched by priority and geography, and often require multiple officers to respond based on safety and the complexity of the call.
Section 3—Field Operations Services Review page 29
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Beat integrity is strongly adhered to, meaning officers make every attempt to manage CFS in their assigned geographical boundary. Additionally, the Downtown business district is aligned with Beat 3, and is generally staffed by a dedicated Downtown officer to address business district issues.
Figure 9—Patrol Services Area Districts
BURLINGAME
_ PENINSULA AVE..
CLARK DR AWARE ST
N DEI
N KINGSTON STI San Francisco Bay
N SAN MATEO DR
HILLSBOROUGH
2ND AVE
3 SERDAVE
CRYSTA
E 4TH AVE
ESTHLAYC
S HUMBOLOT ST
STHAVE
JHART CLINTONOR
S DELAWARE ST
S NORFOLK ST
CANO SLAND BOO 3
28THAVE EL CAMINO REAL 92
HO VOLVAS
W HILLSDALE BEVD 82
E HILLSDALE BLVD
36TH AVE
FOSTER
CITY
41ST AVE
BELMONT
3.1.3 Patrol Staffing and Scheduling
Patrol staffing has utilized a compressed work schedule for more than 20 years. The staffing allocation in Patrol has also been unchanged for many years. While recruitment and retention have increasingly become a challenge, the Department has ensured that uniformed Patrol deployment to the community has remained a priority and strives to provide a high level of service response as Section 3—Field Operations Services Review page 30
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department service demands increase. Currently, there are 29 officers authorized per Patrol team for a total of 58 Patrol officers. At the time of Citygate's study, Patrol staffing was experiencing many vacancies, forcing each Team to be staffed with as few as 21 officers before any leave use was applied. Based on interviews, Citygate found that managing daily staffing requirements by hour is complicated and presents significant challenges.
The following table shows the Patrol schedule at full strength with current vacancies. The schedule has the names removed but shows officers assigned to Beats A, C, and D. Officer start times are different than the start times of supervisors.
Table 5—Patrol Schedule
PATROL COMPLEMENT
7/9/2023 thru 1/20/2024
A TEAM - LEUTENANT AM - LIEUTENANT
WATCH 1(0630-1730) WATCH 1(0630-1730)
Sgt (0600-1800) 23 Sgt (0600-1800) 31
Beat Code Car Beat Code Car
Officer 1 Officer
Officer 2 Officer
Officer Officer
Officer 4 Officer D
Officer Officer
Officer Officer A
Lary Cortes #133 7 VACANT
WATCH 2(1000-2100) WATCH 2(1000-2100)
Sgt (0930-2130) 31 Sgt (0930-2130) 21
Beat Code Car Beat Code Car
Officer A Officer D
Officer Officer DTU
Officer Officer
4 Officer 4 Officer
Officer 5 VACANCY
6 VACANCY VACANCY
WATCH 3 (1500-0200) WATCH 3(1500-0200)
Sgt (1430-0230) 21 Sgt (1430-0230) 23
Beat Code Car Beat Code Car
1 Officer Officer
2 Officer A 2 Officer
3 Officer D Officer
4 Officer A Officer
5 Officer 5 Officer
6 Officer 6 Officer
7 VACANCY 7 VACANC
8 VACANCY 8 VACANCY
WATCH 4(1930-0630) WATCH 4(1930-0630)
Sgt (1830-0630) 23 Sgt (1830-0630) 31
Beat Code Car Beat Code Car
Officer C Officer A
2 Officer A 2 Officer
Officer A Officer
4 Officer D Officer
5 Officer D S Officer
6 Officer Officer
7 VACANCY 7 VACANCY
8 VACANCY 8 VACANCY
Section 3—Field Operations Services Review page 31
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Patrol Sergeants work a 4/12 schedule, allowing for 30 minutes prior to the start of a shift to prepare for briefing, and 30 minutes at the end of shift to finalize administrative responsibilities and review reports. Officers assigned to Patrol work 11 hours per day for four days, followed by four regular days off. This rotation causes an annual shortage of hours that are resolved through supplemental training payback hours (Police Officer MOU). Minimum staffing is attained by hour, not by shift; this creates a complicated, rules-based staffing model using In Time software.
Operating shifts at minimum strength does not allow for the pursuit of organizational goals or directed service and significantly reduces proactive policing, especially during peak hours of the day when committed time and saturation is high.
The following table represents current minimum Patrol staffing by hour as of July 2023.
Table —Patrol Minimum Officers by Time
From (Hour) To (Hour) Minimum Officers
Midnight 0200 10
0200 1000 5
1000 1500 9
1500 1730 13
1730 1930 10
1930 2100 13
2100 Midnight 10
3.1.4 Personnel Vacancies and Recent Attrition
The Department has experienced officer vacancies during the last few years. In 2023, while Citygate conducted its workload analysis, the actual number of officers working Patrol shifts was significantly less than the number of officers authorized:
58 authorized positions allotted for Patrol as of November 2023 48 assigned personnel attributed to Patrol
45 actual officers assigned to a Patrol shift
Team A / 24 officers (29 authorized)
Team B / 21 officers (29 authorized)
In essence, Patrol was operating at a 22 percent reduction of the authorized compliment of uniformed officers in 2023. The City continued to maintain minimum staffing levels; however, this caused difficulties in Patrol scheduling.
Section 3—Field Operations Services Review page 32
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.1.5 Supervision and Division Structure
The City's Patrol Sergeants play an integral role in Patrol officers work, including their relationships with community members. Sergeants supervise their subordinates in the day-to-day activities of law enforcement and help shape the police-community relationship. Sergeants not only hold subordinates accountable, but also support, mentor, and coach them to serve members of the community in the professional manner they both expect and deserve. The Patrol Sergeant span of control over Patrol teams is generally sufficient except for Watch 2. Watches 1, 3, and 4 require an actual supervisor. In the absence of a Watch 2 supervisor, the Watch 1 (day shift) supervisor may be responsible for supervising both shifts with a combined minimum staffing level as high as nine officers and a maximum staffing level as high as 13 officers. "Span of control" refers to the number of officers that can be effectively supervised by a single supervisor, in this case, a Sergeant. There is no definitive study that purports to have an exact ratio as it depends on the level of responsibilities and duties assigned.
However, when the number begins to reach 9 or more employees under a single supervisor, it becomes clearer that there is a diminished ability for the supervisor to provide adequate supervisory responsibilities. This span of control for one supervisor may occur on rare occasions, but it creates an increased risk of improper supervision and liability and is not recommended.
The City currently has a policy outlining the requirements for an acting Sergeant that can provide day-to-day supervision in the absence of a Sergeant. It is Citygate's suggestion that each shift always be supervised by a Sergeant or a properly trained Acting Sergeant.
There are two Lieutenants within Patrol assigned to manage two Patrol teams of four shifts. For administrative purposes, Patrol Lieutenants adjust their schedules as needed, but rotate on the 4/11 schedule. This organizational structure provides adequate but limited management oversight; however, it risks placing a significant level of administrative duties on Patrol sergeants during hours when Lieutenants are not on duty or are otherwise unavailable. Current Patrol Lieutenants do not have enough time to effectively manage administrative duties while supervising operations.
A typical watch commander structure may allow for one Lieutenant per two Patrol shifts, with uniformed hours that provide combined street coverage of up to 22 hours per day as needed.
Citygate is not making a specific recommendation to add Lieutenants (two in addition to the two existing Patrol Lieutenants) to create a watch commander structure. However, the Department should consider the increased risk and liability in policing today and the potential of implementing this structure in the future.
Section 3—Field Operations Services Review page 33
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department There is a third Lieutenant responsible for Traffic, CRU, and the DTU. Currently, there is a Sergeant supervising CRU and two Sergeants supervising the Traffic Unit. The DTU is comprised of officers selected to address Downtown business district issues but assigned to Patrol shifts during daytime hours. Citygate finds that the Lieutenant is directly managing supervisory responsibilities and the Unit does not have a dedicated supervisor.
Citygate recommends restructuring the Traffic Unit and utilizing one Sergeant to provide full supervisory responsibilities for the Unit. Citygate further recommends the second Traffic Sergeant be redeployed to a Problem-Oriented Policing (POP) Team to address quality-of-life issues, downtown business needs, community events, and response to homelessness-related issues.
Citygate finds that there is a need to organize several programs and services into a newly formed Community Engagement Unit, which could be supervised with this reallocation without the addition of a new FTE. [This FTE reallocation is currently unattainable due to a long-term injury.
An alternative would require an additional FTE Sergeant position.] Currently, the City does not have a uniformed unit dedicated to addressing identified problems or quality-of-life issues. To focus on specific needs related to community safety requires dedicated resources and flexible schedules, but the City's Patrol officers do not have the time to address these significant challenges impacting the community. A Community Engagement Unit would augment overall Patrol response by engaging businesses and neighborhoods directly and addressing problems that significantly impact the greater community.
3.2 THE ICMA "RULE OF 60"
Since 2008, the International City/County Management Association (ICMA) Center for Public Safety Management has conducted police operational and data analyses. The ICMA data analysis, like Citygate's, relies on information captured in a department's incident data report system. The ICMA has long recommended a now widely used guideline for evaluating police patrol staffing known as the "Rule of 60." The Rule of 60 focuses on two key aspects of patrol staffing: resource allocation and workload efficiency.
3.2.1 Resource Allocation
60 Percent of Sworn Officers: The Rule of 60 suggests that approximately 60 percent of a department's total sworn officers should be assigned to the patrol function. This ensures sufficient personnel dedicated to maintaining a visible presence within the community and responding to calls for service.
Section 3—Field Operations Services Review page 34
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department San Mateo deploys a total of:
116 sworn police officers Department-wide 69 sworn police officers within Patrol - 90 police officers - 58 police officers (authorized)
- 17 Sergeants - 8 Sergeants
- 6 Lieutenants - 2 Lieutenants
- 2 Captains - 1 Captain
- 1 Chief of Police
This translates to 60 percent of the Department's uniformed personnel being dedicated to Patrol, thus meeting the ICMA resource allocation guideline of at least 60 percent.
3.2.2 Workload Efficiency
60 Percent of Patrol Time: The Rule of 60 suggests that out of the total patrol officer time, no more than 60 percent should be spent responding to calls for service (reactive workload). This leaves 40 percent for discretionary time, allowing officers to:
• Proactively address community problems and concerns.
Engage in community policing initiatives.
• Maintain availability for emergencies requiring
immediate response.
3.2.3 Applying the Rule of 60
Data analysis The Rule of 60 is applied by analyzing data related to personnel allocation, call volume, call types, response times, and officer activity logs.
Benchmarking Comparing the Department's data to the Rule of 60 serves as a benchmark.
Identifying needs Deviations from the rule can highlight potential resource imbalances or workload inefficiencies.
Decision-making Based on the analysis, informed decisions can be made regarding:
• Adjusting staffing levels to meet community needs.
• Optimizing Patrol deployment for better coverage.
Improving Patrol practices to increase proactive policing time.
Citygate determined that Patrol utilization in the City averaged over 55 percent, which meets the 60 percent workload efficiency guideline established by the Rule of 60. However, when evaluating utilization averaged by hour within each day, officer utilization is negatively impacted between Section 3—Field Operations Services Review page 35
CHLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department 7:00 am and 10:00 am, and is not meeting the ICMA guideline. Additionally, utilization stays elevated above 60 percent until 3:00 pm. This finding will be further explained later in this report.
Overall, the Rule of 60 provides a valuable framework for police departments to assess and optimize their patrol staffing, aiming for both efficient resource allocation and effective community engagement.
It is important to highlight that this Rule of 60 is not a rigid standard but a general guideline. The specific needs and circumstances of each community will necessitate adjustments. Citygate considered these factors as part of the workload analysis, along with crime trends, demographics, and patrol coverage needs.
3.3 WORKLOAD ANALYSIS
Citygate's staffing methodology endeavors to review and analyze several factors. Some of these common factors include:
Actual (and available) staffing versus allotted staffing, including Patrol officers, Sergeants, and Traffic officers.
Leave taken by officers in Patrol, and how it curtails actual Patrol staffing levels.
The number, type, and duration of public-generated calls for service and staff- initiated activity.
Response times, including call-taking, dispatching, driving time, and second officer arrival times.
Crime, including crime trends and any other unique local public safety concerns.
Any obstacles or impediments that can consume an officer's time and/or take an officer or other Patrol staff away from their core duties (such as time spent in court, at the jail, or in local hospitals, and/or any technological deficiencies).
3.3.1 Department Calls for Service
Police studies can model 9-1-1 and other incident response requests through an agency's Computer Aided Dispatch (CAD) system. For analysis of the City, Citygate evaluated 310,416 distinct incidents Department-wide from 2018 to 2023. This included all activities and revealed a highly responsive approach to community safety and engagement. While the data cannot demonstrate effectiveness, it does indicate a very high level of responsiveness and proactivity.
Considering the most common problem types, traffic stops accounted for approximately 70,000 incidents, or 22 percent of all incidents. It is important to understand that vehicle stops often occur Section 3—Field Operations Services Review page 36
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department for criminal enforcement purposes unrelated to traffic safety. The following figure shows this breakdown of CFS visually.
Figure 10—Department Incidents by Call Source and Priority Distinct Incidents and % of All Problems & Priorities by Problem and Year Unit Class Year 020182019 52020 @2021 2022฿2023 310,416 189 • L Community Services sE Dispatch
Distinct Incidents Probiem Codes → E Patrol
TRAFFIC STOR Police Mutual Aid
PASSING CHECK V L Police Services
DISTURBANCE El Public Works
100.0% & Records
SPICIOUS PERSON
96 of All Problems & Priorities Traffic
WELFARE CHECK
FOLLOW LIF
Distinct Incidents by Priority Source Year
ALARM - ALDIBLE
Priority 9302B/Blank •1 04 05 Officer • 2018
Public
PARKING COMPLAINT • 2020
13K (4,07%) L 2021
THEET 2022
DETAE ASSGNMENT • 2023
DISTURBANCE LOUD MUS!
ACCIDENT- PROPERTY DAMAG Priority
• (Blank)
HOMELESS/TRANSIEN 16OK
(51.6%) BBO5
CIVE FROBLEM/ADVIC
BURSLART -AUTG
MOCKED DRIVEWAY
HAZARE
FOUND PROPERTY
STOLEN VEHICLE
AFFIC ACTION PIAN PATROL
RECKLESS VEHICLE
Distinct incidents
It is important to understand what drives police utilization. Calls are generally received by dispatch from (1) a member of the public calling in a service need, or (2) by an officer in the field.
By evaluating what is publicly generated versus what is officer initiated, Citygate observed how the Department prioritized services and provided timely responses.
As the following figure shows, analysis of CAD data for all Department incidents shows that approximately 50 percent of all tracked police activity comes from public-generated calls, with the other 50 percent being generated internally by officers and staff.
Section 3—Field Operations Services Review page 37
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 11—Department Incidents by Problem and Year
Distinct Incidents by Source Unit Class
310,416 Source • Community Services
@officer Initiated & E Dispatch
Distinct Incidents 30к (9:51%) (247%)
@Telephone - Police
• Police Mutual Aid
Distinct Incidents by Priority @ Wireless 917 • E Police Service •Ll Public Works
• Scheduled Incidents
• Text message
158K (50.83%)
Source Year
Distinct Incidents Officer • 2018
114K (36.82%) Public IT 2019
• 2020
• 2021
2к ок • 2022
. ок • 2023
Priority:
Distinct Incidents Yoy%, Distinct Incidents and Distinct Incidents LY by Year and Month Distinct incidents YoY 3 Distinct Incidents... Distinet Incidents LY 31 831
Sistinc
40%
Monti
3.3.2 Patrol Calls for Service
For analysis, Citygate used the 260,576 distinct Patrol incidents requiring a response from 2018 to 2023. As shown in the following figure, approximately 53 percent of all Patrol responses were to public-generated CFS. The remaining 47 percent were to officer-initiated CFS or scheduled calls requiring a response or action. For this analysis, incidents responded to by CRU and the Traffic Unit were considered "specialized" responses, and thus were not included in Citygate's Patrol Analysis. Incidents responded to by DTU officers were included, however.
Figure 12—Patrol Incidents by Call Source and Priority (2018-2023) Distinct Incidents by Source Unit Class
260,576 Source E Community Services
7K (2:82%) © Officer liftiated wE Dispatch
Distinct Incidents 28K /10,84% Patrol
•Telephone
* • Police Mutual Aid
Distinct Incidents by Priority # Wireless 911 ] Police Services 8r9n1 Public Works
@Scretiled iscidents 3 Records
Traffic
123k (47.2298) • lost inessage
Source. Year
Distinct Incidents Officer • 2018
• Public • 2019
10TK (38.69%6) • 2020
• 2021
• 2022
• 2023
Priority
Section 3—Field Operations Services Review page 38
CITY GA
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Citygate analyzed six full years of all CFS. The following figure highlights the dramatic decline of incidents in 2020. April, August, and December experienced a 25 percent decline when compared to the prior year.
Figure 13—Patrol Incident Volume (All Call Sources) Year Over Year (2020-2023) Distinct Incidents, Distinct Incidents LY, Distinct Incidents YoY %
BY YEAR, MONTH
2021 2022 2023
As the following figure shows, officer-initiated incidents dramatically decreased by 48 percent in April 2020 compared to April 2019. Officer-initiated activity has risen since then, but still sits 7 percent lower than the incident levels of 2018.
Figure 14—Patrol Officer-Initiated Incidents Year Over Year (2020-2023) Distinct Incidents, Distinct Incidents LY. Distinct Incidents VoY %
BY YEAR, MONTH
Distinct Incidents Voy % Distinct Incidents•.... Distinct Incidents L
22.5%
20.15 -167%
2021 2022 2023
As the following figure shows, in 2020, public-generated incidents also declined between 15 and 20 percent depending on monthly fluctuations. Seasonal cycles continue to occur, with the most notable increases occurring during the summer period. However, there continues to be a 21 percent decline when compared to 2018.
Section 3—Field Operations Services Review page 39
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 15—Patrol Public Generated Calls Year over Year (2020-2023) Distinct Incidents, Distinct Incidents LY, Distinct Incidents YoY %
BY YEAR, MONTH
Distinct incidents Voy % -incincions mine radency
-1047
........ ... ... . .
2020 2021 2022 2023
Month
Year-over-year, there has been a decrease in total Patrol calls beginning in 2018. Whether coinciding with a shift in policing priorities, the COVID-19 pandemic, or the scrutiny of the law enforcement profession nationally, the City has experienced a six-year, 14 percent decline in total incidents requiring a Patrol response.
Table 7—Patrol Total Distinct Incidents (2018-2023)
Total Distinct
Year Officer-Initiated Public-Generated
Incidents
2018 22,471 26,084 48,555
2019 22,845 24,788 47,634
2020 18,729 22,349 41,078
2021 18,643 21,206 39,850
2022 20,542 21,372 41,914
2023 20,881 20,663 41,545
As reflected in the following figure, Citygate evaluated the total combined impact of CFS trends to better assess an accurate workload analysis within the current environment. This data-informed approach recognizes that the organization continues to prioritize and implement effective public safety measures.
Section 3—Field Operations Services Review page 40
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 16—Patrol Calls for Service by Source (2018-2023) 2018-2023 Patrol Calls for Service
-Public Generated CFS Officer Initiated CFS
30000
26984.
25000
22491- 22845
Z204e
21206- 20542- 90883
20000
18928 18645
15000
10000
5000
2018 2019 2020 2021 2022 2023
The declining trend in public-generated CFS requires continued monitoring to understand whether it will perpetuate in future years. It is not yet clear whether fewer reports of problems indicates fewer actual problems. This raises a question: Has the City reached a "new normal," or are these trends part of a longer cycle? Despite the ongoing need for monitoring, the current (depressed) trend does help predict the level of resources needed in Patrol to deliver effective police services.
3.3.3 Problem Code Analysis
Citygate evaluated the call types of public-generated CFS. As the following figure shows, the most frequent call types are disturbances, checking the welfare of individuals, audible alarm calls, and quality-of-life issues. The figure highlights the top problem codes, color-coded by year.
Section 3—Field Operations Services Review page 41
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 17—Top Public-Generated Problem Codes by Year
Distinct Incidents, % of All Problems & Priorities
BY PROBLEM YEAR
Year 2018•2019 2020@2021 @2022 •2023
DISTURBANCE 3.4K 3.3K 3.AK 3.1K 3.0K 2.8K 19K
WELFARE CHECK 22K 2.2K 2.1k 2.2K 2.4K 2.3K 13K
ALARM - AUDIBLE 1.9K 1.8K 13K 12K 13K 1.2K) 9к
SUSPICIOUS PERSON L.GK 1.6K 4K 14K 12K 1.0K 8к
SUSPICIOUS CIRCUMSTANCES 1.2K 11K 1IK 1.1K 1.2K 1.2K 7K THEFT
DISTURBANCE - LOUD MUSIC SK
ASSIST 4K
SUSPICIOUS VEHICLE
OUTSIDE AGENCY ASSIST
CIVILPROBLEM/ADVICE
ACCIDENT - PROPERTY DAMAGE.
PARKING COMPLAINT
HOMELESS/TRANSIENT
TRAFFIC - HIT & RUN
Problem
BURGLARY - AUTO
RECKLESS VEHICLE
HAZARD
911 PROBLEM/HANG UP *49%
CITV ORDINANCE VIOLATION
BLOCKED DRIVEWAY
STOLEN VEHICLE
FRAUD
JUVENILE COMPLAINT
INTOXICATED SUBJECT
ADDENDUM
FIREWORKS COMPLAINT
FOUND PROPERTY
* *
THREATS REPORT
HARASSMENT
OK 15K
Distinct Incidents
As the following figure shows, by a significant margin, the most frequent officer-initiated activity was traffic stops, followed by security checks and suspicious activity of people and occupied vehicles.
Section 3—Field Operations Services Review page 42
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 18—Patrol: Officer-Initiated CFS (2018-2023)
Distinct Incidents, % of All Problems & Priorities
BY PROBLEM YEAR
Year 201820192020202120222023
TRAPFIC STOP 9K 9K 7K 8K 7K 49K
PASSING CHECK 6k mam 5K 5k 6K 5K
SUSPICIOUS PERSON 2K 2K 9K
FOLLOW UP 2K 7к
SUSPICIOUS VEHICLE 4K
DETAIL ASSIGNMENT 4N
MEET WITH CITIZEN
SUBPOENA
TRAFFIC ACTION PLAN PATROL
PARKING COMPLAINT
MEETING
AUTOMATED LICENSE PLATE READ... 1K
HOMELESS/TRANSIENT LaK
DISTURBANCE +K
ATTEMPT TO CONTACT I IK
Problem
SCHOOL RESOURCE DETAIL I T
1123. | K
ACCIDENT - PROPERTY DAMAGE... TR
WELFARE CHECK I*
FOOT PATROL I ok
OUTSIDE AGENCY ASSIST OK
FOUND PROPERTY
CITE oK
ASSIST OK
SUSPICIOUS CIRCUMSTANCES oK
THEFT oK
STAKEOUT (POLICE) | OK
COURT. | OK
HOMELESS OUTREACH INITIATED. OK
RECOVERED STOLEN OK
10K 20K- 20K- A0KE 50K
Distinct Incidents
In 2023, the City began utilizing a "scheduled call" feature within the CAD system. This allows for operationally directed service calls based on Department priority but is included in this assessment with the total number of officer-initiated incidents. Citygate commends the Department for promoting organizational objectives with management input into this additional proactive call type.
Section 3—Field Operations Services Review page 43
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.4 RESPONSE TIME ANALYSIS
3.4.1 Understanding Fractile versus Average Measurement Police response time has historically been presented as an average, which is measured by adding the total response times of a given set of incidents and dividing that total by the number of incidents. The shortcoming of the average response time measurement is that it only identifies a single point on a continuum, and thus cannot show how widely the data is spread across that same continuum.
A more descriptive best practice in many fields—including not only police services, but fire and EMS—is the transition to measuring the percent completion of a specified response goal. Citygate uses 90 percent as the standard.
The best way to illustrate this concept can be seen in the following two statements:
"The community can expect a response of X minutes or less, 90 percent of the time," or
"Nine times out of ten, the public can expect a response in X minutes or less." Mathematically, this is referred to as a "fractile" measure.4 To illustrate the difference between the fractile and average response time measurements, the following figure shows the response time for a fictitious police department in the United States. This department is small and received 20 legitimate calls for service during the period reviewed. Each response time for the calls for service has been plotted on the graph, in order from the shortest response time to the longest response time.
The figure shows that the average response time is 8.7 minutes. However, the average response time does not properly account for four calls with response times far exceeding the threshold in which positive outcomes could be expected. * A fractile is that point below which a stated fraction of values lie. The fraction is often given as a percent value; the term "percentile" may then be used.
Section 3—Field Operations Services Review page 44
CHLY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 19—Fractile versus Average Response Time Measurements 30 25
20 Fractile: 18 Minutes, 90% of the Time
Response Time in Minutes
Difference: 9.3 Minutes
10 Average: 8.7 Minutes
• •
•
5 •
0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Individual Incidents
As the figure shows, 20 percent of responses from this hypothetical department could be considered too slow, and an average time measurement would not reveal this important aspect of the data that a fractile measurement would. Citygate believes the fractile measurement is a more accurate reflection of the service delivery situation of this hypothetical department.
3.4.2 Patrol Response Time Analysis
Citygate used considerable resources working with the Department to extract the data necessary to perform this analysis. Using Microsoft's Power BI, response time analysis for Patrol is calculated for public-generated CFS from 2018-2023. The "Priority 1" designation represents the highest priority level, although not every Priority 1 call is an emergency that authorizes the use of lights and sirens to expedite the arrival of a police officer.
In total, there were 3,641 Priority 1 CFS. In the fractile analysis of Patrol response times, Citygate found that, 9 times out of 10, it takes 1:00 minute or less of call handling time to dispatch a police unit to a Priority 1 emergency call. As the following figure shows, the response time for the first-arriving unit is 13:30 minutes or less, 90 percent of the time, and 16:30 minutes or less Section 3—Field Operations Services Review page 45
CITYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department for the second-arriving unit, 90 percent of the time. When evaluating emergent call types, it becomes evident that there are patterns of expedited responses within various Priority 1 CFS, as reflected in the figure below.
Figure 20—Priority 1 Response Time Analysis - 90 Percentile Measure (2018-2023) Histogram of 1st & 2nd Unit Total Response Times (1 minute blocks between 0 and 60 minutes) Arrival Order @ T •2••••• 1st Unit Cumulative% ••••.• 2nd Unit Cumulative % .... 100%
383 .....
99% 100% 100% 100% 100%
99% 99% 10U7
****98%
60%
Distinct Arrivals let Unit Cumulative and and nit Cumulative 40%
20%
23 12222. 2 2 5 3
0%
Minutes
3.4.3 Priority Call Type Analysis
Whether a CFS is generated by the public or initiated by an officer, all incidents are categorized by priority. Citygate conducted a review of call type priority designations to evaluate the overall effectiveness of police response to emergent problems within the community. The predominate number of calls are captured into five priority types, with "Priority 1" being the most urgent. Since not all Priority 1 calls include an emergency response requiring lights and sirens, this can impact the analysis of high-priority call responses.
To conduct this evaluation, Citygate analyzed data gathered between 2018 and 2023, which included 260,576 distinct incidents within Patrol. The following table outlines how these incidents break down by priority.
Section 3—Field Operations Services Review page 46
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 8—Patrol Distinct Incidents by Priority (2018-2023) Priority Distinct Incidents
1 3,641
2 114,664
3 131,073
4 1,343
5 34
Most calls involving time-sensitive priorities fell into the first four categories. To perform a similar analysis, these priorities were combined, and all calls were analyzed to determine the fractile response as shown in the following figure. The 90 percent fractile response time occurred within 23:00 minutes of a call being received. This level of service is commendable given the available resources and the volume of calls that officers respond to.
Figure 21—Priority 1-5 Response Time Analysis - 90t Percentile Measure (2018-2023) Histogram of 1st & 2nd Unit Total Response Times (1 minute blocks between 0 and 60 minutes) Unit Class Arrival Order • • Community Services
- Dispatch
" • Patrol
Police Mutual Aid
Police Services
Public Works
Source Year
• Officer •• 2018
Public 2019
• 2020
2021
• 2022
• 2023
261K
Ist Unit Cumulative % and 2nd Unit Cumulative % Distinct in distinct a
90% Total Response Time
23.0 0.9K
0.6K 90% Call Handing (Seconds)
LIaR 0.4К. 0,4k
2001
30 13.0 д1 18441.4
Minutes
Priority 1
A closer look at the Priority 1 classification identified 3,641 distinct incidents within the period of data analyzed, representing less than 2 percent of total incidents as shown in the following figure.
Section 3—Field Operations Services Review page 47
CLLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 22—Priority 1 Distinct Incidents
Distinct Incidents, % of All Problems & Priorities
BY PROBLEM, PRIORITY
Priority
911 PROBLEM/HANG UP 1,380
ALARM - SILENT 604
CORONERS CASE 526
ACCIDENT - REPORT OF INJURIES 173
POSS DEAD BODY 155
OVERDOSE 125
ATTEMPTED SUICIDE 120
ALARM - BANK 116
ALARM - UNK 116
ROBBERY 75
ROBBERY - ARMED 67
ACCIDENT - MAJOR INJURIES 131
ROBBERY - STRONGARM 25
SUICIDE • 23
Problem 3SI ACTIVATION 22
ASSAULT W/DEADLY WEAPON I 14
HOMICIDE | 13
1072 | g
1071 | 8
SUSPICIOUS CIRCUMSTANCES
OUTSIDE AGENCY ASSIST 6
BURGLARY - RESIDENTIAL 5
CAR JACKING 5
TRANSFER TO MEDICS (MEDICAL. | 5
DISTURBANCE 4
011 WIRELESS/HANG UP
WELFARE CHECK | 2
FIREARMS DISCHARGE
ROBBERY - BANK | 1
200 400 600 800 1,000 1,200 1,40
Distinct Incidents
As the figure shows, Citygate identified 1,380 of these CFS designated as 911 Problem/Hang up," which represents approximately 40 percent of all public-generated Priority 1 calls. While this percentage seems high, it is unknown how many of these calls represented an actual emergent and expedited response, a response without delay, or a cancelled response. This type of call is problematic as an actual priority level is often unknown, but still requires an elevated response based on a potential or perceived emergency. Citygate did not determine whether any of these incidents were ultimately a lower priority—such as a misdialed 9-1-1 call which then led to a reduced response to an actual emergency.
Section 3—Field Operations Services Review page 48
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Priority 2
There were 114,664 distinct incidents categorized as "Priority 2," which represents 44 percent of all call types. Traffic stops are officer initiated and generally entered with a Priority 2 designatior lue to inherent risks. There are 126 different problem codes within this priority, with the most frequent code types shown in the following figure.
Figure 23—Priority 2 Distinct Incidents
Distinct Incidents, % of All Problems & Priorities
BY PROBLEM, PRIORITY
Priority ®2
TRAFFIC STOP 25,214
DISTURBANCE 16,312
WELFARE CHECK - 12725
SUSPICIOUS PERSON 11,722
ALARM - AUDIBLE 8,265
SUSPICIOUS VEHICLE 5,327
SUSPICIOUS CIRCUMSTANCES 4,906
OUTSIDE AGENCY ASSIST 3,397
ACCIDENT - PROPERTY DAMAGE... 2,962
HOMELESS/TRANSIENT 2,738
THEFT 1,625
HAZARD 1,509
TRAFFIC - HIT & RUN 1,439
INTOXICATED SUBJECT 1,272
JUVENILE COMPLAINT 952
Problem
DRUNK DRIVER 036
ASSIST 736
1123 716
AUTOMATED LICENSE PLATE READ... 715
ACCIDENT - MINOR INJURY 649
1065 625
IN CUSTODY 590฿
MISSING PERSON REPORT 571
ACCIDENT - INJURIES UNKNOWN 564
BATTERY • 508
RESTRAINING ORDER VIOLATION 497
DOMESTIC VIOLENCE | 466
CIVIL PROBLEM/ADVICE 1 422
COMMITMENT - 72 HOUR HOLD I 351
FRAUD | 347
OK: 5K TOK 15K 20K 31
Distinct Incidents
Priority 3
There were 131,073 distinct incidents categorized as "Priority 3," which represents 50 percent of all call types. Traffic stops are officer initiated and generally entered as Priority 2 calls due to Section 3—Field Operations Services Review page 49
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department inherent risks. There are 155 different problem codes within this priority, with the most frequent code types shown in the following figure.
Eigure 24—Priority 3 Distinct Incidents
Distinct Incidents, % of All Problems & Priorities
BY PROBLEM, PRIGRITY
Priority •3
PASSING CHECK 30,198
TRAFFIC STOP 21,582
FOLLOW UP 7,367
DISTURBANCE - LOUD MUSIC 4,623
SUSPICIOUS PERSON 4,556
DETAIL ASSIGNMENT 4,163
PARKING COMPLAINT 3,837
ASSIST 3,694
THEFT 3,570
CIVIL PROBLEM/ADVICE 2,845
MEET WITH CITIZEN 2,704
DISTURBANCE 2,660
SUSPICIOUS VEHICLE 2,513
SUBPOENA 2,349
SUSPICIOUS CIRCUMSTANCES 1,936
Problem
RECKLESS VEHICLE 1,809
BURGLARY - AUTO 1,709
CITY ORDINANCE VIOLATION 1,672
BLOCKED DRIVEWAY 1,420
ATTEMPT TO CONTACT 1,356
FIREWORKS COMPLAINT 1,351
FOUND PROPERTY 1,281
TRAFFIC ACTION PLAN PATROL 1.212
STOLEN VEHICLE 1,149
FRAUD 1,025
ADDENDUM 982
MEETING 916
THREATS REPORT 1908
HARASSMENT 1818
HOMELESS/TRANSIENT $ 717
OK 5K 10K 15K 20K 25K 3OK 3:
Distinct Incidents
Citygate observed that the current call types are sufficiently categorized and do not create conflicting priorities or reduced responses to emergent community needs.
3.4.4 Geographic Analysis
San Mateo is surrounded by other cities and is more densely developed relative to its size. This does impact response times, as distance is a lessor factor as it relates to the impact on arrival times, while traffic congestion is a more significant factor-especially based on time-of-day and Section 3—Field Operations Services Review page 50
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department responding officer location—when conducting a response time analysis. Citygate did make overall assessments of response times by priority; however, there was no data available related to "closest officer response" to CFS. The City utilizes a beat health / responsibility policy which tends to have non-emergent calls pend while awaiting the availability of an assigned beat officer.
The following figure shows a density analysis of activity for public-generated CFS within Patrol.
It is important to recognize that each call response requires travel time to arrive safely.
Figure 25—Area of Mapped Public-Generated Calls
Agency: San Mateo | Distinct Incidents by Latitude (37.5 > Lat < 37.6) and Longitude (-122.1 > Long < -122.4) Unt card L Community Services
-• Patrol
+ U Police Mutual Aid
Police Services
~ • Traffic
12 Burlingame
Source
• Officer • 2018
• Public • 2019
• 2020
1978 • 2021
• 2022
• 2023
533 5223
3516
Prionty Beat
Hillsborough
3902 00000 30000000
2144
216 8193 YDET
2728 Sum
12141
234,513
# 17402.8
24332 Distinct Incidents
26103.2
4835 • 34803.6
4704
• 43504
O mapbox 1231
© Mapbox © OpenStreetMap Improve this map
3.5 TEMPORAL ANALYSIS
Citygate conducted a temporal analysis of all 260,576 distinct incidents (CFS) by day and hour, including an analysis of committed hours. By extracting the data by year, trends over the last six years can be observed. Incident volumes follow a more predictable pattern, with daily incidents increasing at 7:00 am and service demand continuing to increase throughout the day. This also includes officer-initiated activity. The following figure demonstrates total utilization based on the average officer ratio assigned to Patrol during cach hour of the day and day of the week.
Section 3—Field Operations Services Review page 51
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 26- -Patrol: All Distinct Incidents and Committed Time (2018-2023) Distinct Incidents Committed Hours
Hour Mon Tue Wed The Sat Sun Total Hour Mon Tue Wed Thu Fri Sat Sun Total 1,168 1,095 1.181 1,137 1,227 1.516 1,639 8,963 1078 834 876 980 3,143 1,685 1,563 8,159 761 02 1,027 1.081 5,861 592 682 933 1,187 5,582
775 817 4,688 857 1.117 777 5,114
1262 25393 28549
567 554 3,493 538 877 4,214
8598
349 2,670 495 3,602
5. 2,668 415 386 3,312
495 932 3,075 445 S03 463 721 428 540 412 3,511
938 1,016 1.033 994 827. 534 5,799 1,202 3,728 1.251 1.292 1.221 823 633 7,550 1,511 1938 1.854 1.877 1,539 965 10,540 1,252 1,793 1,671 1715 1:521 1.073 852 9,876 1,803 2.014 2.012 1,963 1,695 1,318 1,183 11,988 1,785 1,950 2,163 1,830 2,110 1,694 1,106 12,638 10 2,081 2.232 2,252: 2,186 1,978 1,607 1,499 13,835 10 2,118 2,324 2312 2.135 2,044 1,830 1,594 14,357 11 2,249 2,426 2,340 2,322 2,063. 1,845 1869 15,114 11 1,607 1,998 1968 2.163 1,766 1,972 2,114 13,788 12 2,120 2,316 2,224 2.202 1.981 1.715 1,715 14,275 12 1,749 2,030 2513 2.127 1.893 1,862 1,571 13,744 13 1,928 1,995 2.075 1,977 1.872 1,639 1,563 13,049 13 1.646 1,832 2,064 1,985 1,728 1,533 1,412 12,199 14 1,872 1,946 2,014 1,923 1,980 1.633 1678 13,046 14 1.835 1,987 2.242 2.012 2.095 1,489 1,382 13,038 15 2319 2,234 2,409 2,312 2,255 2,092 1,917 15,569 15 2,167 2,569 2,830 2.539 2,551 1.957 1,959 16,572 16 2,413 2575 2485 2,358 2,482 2,357 2190 16,860 16 1,960 2,072 2404 2,458 2,392 2.097 1,944 15,341 17 2157 2,352 2291 2.252 2,445 2,200 1,937 15,634 17 1879 1,940 2011 2132 2,532 2,523 1,578 14,596 1,964 2,128 2,135 2.069 2,207 2.097 1,816 14,416 1,560 1,708 1.886 1925 2.026 1.655 1,471 12,331 1,878 1,974 1,892 1,976 2,059 1,908 1,836 13,523 1.516 1,812 1.64S 1828 1.841 1.716 1,750 12,109 2,044 2,065 2,092 2.060 2,244 2,216 1,995 14.716 7,881 1,823 1.916 7.659 2,177 1,798 1,938 13,192
2.022 1,976 2,100 2,139 2,260 2,458 1994 14,949 1.549 1,447 1,553 1,764 1.843 1,844 1,723 11,723 22 1,919 1,811 1.946 1,966 2,204 2328 1,824 14,088 22 1,386 1,439 1695 1.627 1,938 1,769 1,733 11,587 23 1,488 1,660 1,516 1,539 2,010 2,103 1,437 11,753 23 2,694 1,889 2,469 2,745 3,359 3,625 3,917 20,697 Total 36,849 38,970 39,044 38,317 38,582 35,950 32,858 260,570 Total 34,522 35,639 39,022 38,858 39,345 37,015 34,433 258,834
3.5.1 Public-Generated Incidents and Committed Hours
A review of public-generated CFS in Patrol—136,462 over the six-year period of data analyzed by Citygate-revealed that CFS are most prominent between 10:00 am and 10:00 pm, and peak between 3:00 pm and 5:00 pm, as shown in the following figure. The figure separates the total volume of public-generated distinct incidents [left side] and the committed hours required within those same hour blocks [right side]. Averaged over time, this temporal illustration presents a visual depiction of the demand for service and the impact of that demand. Together, this informs the workload analysis process, including the actual personnel schedule.
Section 3—Field Operations Services Review page 52
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 27—Patrol: Public-Generated Distinct Incidents and Committed Time (2018-2023) Distinct Incidents Committed Hours
Hour Mon Tue Wed Thu Fri Sat San Total Hour ! Mon Tue Wed Thu Fri Sat Sun Total 549 457 480 486 517 735 934 4,158 745 580 559 673 810 1,309 1,188 5,863 30 315 585 659 2,980 432 445 693 945 4,026
78 86 306 2,464 5* 15 19 749 644 3,630
21 5 243 1,880 3. 292 474 739 3,150
FARа8S 224 234
183 204 1,553 545 354 2,614
238 250 242 251 1,665 320 2,282
272 274 29- 1,872 2,344
484 3,226 674 452 563 3,649
738 792 730 652 4,995 768 755 693 752 627 5.112
880 821 800 823 732 5,744 9 1,024 901 970 896 696 6,704 10 957 930 858 993 959 859. 6,440 10 1,053 1,710 1.023 948 T. 921 865 7,041 11 1,038 1.034 957 976 1.020 1.064 7,036 11 1,259 1,147 1,077 3198 1,020 987 1,070 7,758 1:057 1,072 995 1:001 1,107 1,025 1.017 7,268 12 1,166 1,215 1.408 1.079 1246 1,212 1,018 8,343 1,040 1,006 1,070 1.026 1,105 1.030 976 7,253 13 1,098 1.163 1.226 1,150 7.107 7,016 1,074 7,835 1,074 1,076 1.066 1,054 1.220 1,089 1.035 7,614 14 1,376 1.252 1212 1,241 1377 1,198 1.052 8,708 1,204 1,183 1,225 1,199 1,23 E 1.117 1,058 8,217 75 1,279 1,516 1,561 1,505 1:281 1,062 1,241 9,445 1,332 1,342 1281 1,281 1,308 1,200 1.190 8,934 16 1,295 1,393 1,425 1.464 1,500 1,228 1,268 9,568
1.273 1,300 1,289 1.321 1,394 1:228 1.175 8,980 17 1,402 1,334 1,425 1,465 1.416 1,514 1,145 9,699
1.195 1,275 1:291 1,264 1.328 1,215 1,095 8,664 18 1,194 1,342 1,406 1,383 1,367 1,202 1,131 9,025 1,100 1,115 1135 1,193 1,212 1,136 1,080 7,971 1.136 1.416 1,190 1,347 1,349 1,294 1,388 9,119 1,076 1,095 1,167 1,087 1,35T T.172 1,062 7,804 20 1,379 1,387 1,403 1.113 1,590 1,250 1,403 9,524 952 934 1.003 1,000 1,127 1,368 1.034 7,410 21 1,135 965 1,093 1,285 1364 1,472 1,287 8,602 835 821 879 905 1,113 1,374 955 6,882 (959 966 1.217 7.125 1,359 1,307 1,341 8,275 23 631 686 632- 613 951 1,228 708 5,449 23 2,279 1,446 1,980 2.214 2.709 3,111 3,454 17,193 Total 19,101 19,039 18,902 18,794 20,497 20,964 19,162 136,459 Total 23,648 22,618. 23,669 23,904 25,486 25,228 24,958 169,511
3.5.2 Committed Hours
The following table provides a deeper understanding of committed hours by year in Patrol, broken down by how the hours were received. It is important to note that the total committed hours include officer-initiated activity, which is an indicator of proactive policing and community engagement.
The public generated CFS account for committed hours. For perspective, Patrol officers responded to 136,462 public-generated CFS, which required 169,511 hours to complete.
Table 9—Workload Analysis: Committed Time by Year
Officer-Initiated CFS Public-Generated CFS Total CFS
Year Committed Hours
Committed Hours Committed Hours
2018 12,237 28,711 40,948
2019 14,619 29,724 44,343
2020 16,099 27,692 43,791
2021 18,643 26,756 39,709
2022 15,560 28,724 44,285
2023 17,854 27,904 45,758
Section 3—Field Operations Services Review page 53
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The table shows the contrast between officer time to engage in proactive enforcement and reactive, public-generated responses when compared to total utilization. Committed hours correlates to utilization based on the actual time needed per distinct incident to complete the call or task. It is important to recognize that, while distinct incidents have varied and mostly declined over the six- year period of data analyzed, officer-initiated committed hours to public response have increased 46 percent between 2018 and 2023.
The following figure visualizes the committed hours associated with distinct incidents over six- year period of data for both public-generated and officer-initiated committed hours. Distinct incidents declined during this same period; however, while public-generated call types moderately impacted the committed hours workload, officer-initiated incidents required increasingly more time to complete over the same period. Citygate recognizes that policing continues to increase in complexity, and the investment into thoroughness and engagement appears to correlate with higher levels of committed hours for officer-initiated activity in the City.
Figure 28—Committed Hours by How Call Received
Patrol Committed Hours by Year
-Public Generated Committed Hours •Officer Initiated Committed Hours 35000
30000 99304
28741 29899 30784 24904
20950
25000
20000
18843 17854
16099 15560
15000 14619
12287
10000
5000
0 2018 2019 2020 2021 2022 2023
3.6 PATROL UTILIZATION
Citygate finds the need for an additional Patrol officer on day shift (Shift 1) to address the CFS that begin to increase in the morning hours. This is especially important as Shift 2 does not begin until 10:00 am. The following figure illustrates current personnel utilization by time of day and day of week. More importantly, the figure demonstrates a noticeable need for deployable officers between 7:00 am and 3:00 pm. Patrol saturation is visible in time blocks exceeding the 60 percent utilization threshold.
Section 3—Field Operations Services Review page 54
CITYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 29—Patrol Utilization for Engaged Units
Avg. Total Committed Time per Hour for Patrol Units Avg. Patrol Units Committed Avg. Utilization Rate (Casewise) How Initiated Hour Mon Tue Wed Thu Fri Sat Sun Total Hour Mon Tue Wed Thu Fri Sat Sun Total Hour Mon Tue Wed Thu Fri Sat Sun Total Officer Public
24 4.8 44 4,6 4.7 5,4 5.8 4.9 • 459 • 25% 41%
45 47 4.1 © 41% 38% 6.43 429
@ 4s @ 4456 43%
| 2018
222 43% 2019
3.3 4096 44% 2020
3.0 3.1 46% 2021
3.1 34% 2022
29 3.2 89% 2023
3.2 4.0 64%
4.2 7456
C-2.0
0-10
5.0 62%
-0.5
46 S.0 62%
DODO
13 589 0.5
58% 1.0
6210 2.0
54%
9501
54%
@ 47 50% 256,324
5.5 48%
3.2 3.3 2.9 3.6 3.1 5.8 5,9 5.6 62 62 60 5.9
3,0 2.7 2.8 3.1 3.4 38 3.1 5.4 5.6 5.9
2.5 2.7 3.1 2.9 34 32 3.0 3.0 5.5 57 59 62 65 5.5 5.8
23 2A 2A 2.6 24 32. 35 25 2.7 52 49 51 61 63 S.1 5.4 @ 4т Total 2.9 3.0 3.2 3.1 3.2 3.02.8 3.0 Total 4.9 5.0 5.0 5.0 5.1 5.1 4.8 5.0 Total 549S
3.6.1 Patrol Utilization Modeling
Citygate utilizes Microsoft Power BI to analyze the average committed time per hour and the average Patrol units committed to determine a "per-hour" utilization rate for predictive purposes.
The following analysis allows for incrementally simulated personnel to be applied to demonstrate workload utilization changes based on desired utilization outcomes. Citygate utilizes this data- informed analysis to make staffing recommendations by time of day and day of week.
In the following figure, the addition of 1 officer was applied to the model to simulate the impact to patrol utilization.
Section 3—Field Operations Services Review page 55
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 30—Patrol Staffing Simulation: Addition - +1 Engaged Units Avg. Total Committed Time per Hour for Patrol Units Avg. Patrol Units Committed Avg. Utilization Rate (Casewise) How Initiated Hour Mon Tue Wed Thu Fri Sat Sun Total Hour Tue. Wed Thu Fri Sat Sun Total Hour Mon Tue Wed Thu Fri Sat Sun Total Officer
1.9 2.2 24 2.5 5.8 5.6 5.7 64 68 5.9 • 31% • 293 • 320 80 34% • 376 34%
5.5 5.7 5.1 • 32% © 3ax -30% $3296 33%
Year
5.1 35% 32% 31%6 @ 418 @ 35% 34%
• 2018
4.7 48 27% 30% @ 37% 33% • 2019
4.3 & 33 33% 2020
4,0 4.0 @ 34 34% 2021
4.7 4.5 6 As 38% • 2022
4.3 3.9 61% EL 2023
4.5 42 50%
5.7 57% sim, Units +/
5.5 10 60% 0-2.0
5.8 5.8 0-1.0
50%
58 12 50%
0.0 13 46% • 0.5
6.0 14 47% : 1.0
6.6 6.6 • 2.0
6.9 67 7.1 46%
7.0 64 6.8 44%
6.5 6.0 6.4 41% 256,324
6.5 6.4 6.5 39%
Distinct incident.
3.3 3.3 2.9 3.6 3.3 3.2 72 70
3.0 2.8 3.3 3.0 6.45 15 66
26 2.9 3 2 3.0 63 35 65 6,8
24 2.6 2A 3.2 25 2.7 23 6.7 5.9 6.1 2.3 6.1 6.4
Total 2.9 3.0 3.2 3.1 3.0 2.8 3.0 Total 5.9 6.0 6.0 6.0 6.1 6.1 5.8 6.0 Total In this simulation model, Citygate finds that an optimal utilization rate is achieved during oversaturated hours (between 7:00 am and 6:00 pm) by applying a factor of one additional FTE officer on day shift (Shift 1). For purposes of simulation, the additional officer is applied for the entire 24 hours; however, Citygate's recommendation is to only increase staffing during the 11 hours on Shift I for both teams (two FTE positions), as this time frame coincides with the exceeding of the 60 percent utilization threshold as discussed previously.
3.6.2 Community Service Officer Utilization
Community Service Officers (CSOs) provide an invaluable addition to Patrol services. The City embraces the value of CSOs and makes every attempt to utilize this role to augment public safety services. There are three CSOs assigned to Patrol and one assigned to the Traffic Unit. Patrol assignments are generally fixed and do not coincide with Patrol teams on the rotating 4/11 schedule. CSOs assist in the work of Patrol by responding to calls not involving direct contact with suspect activity. Their schedules do not align with Patrol teams or shifts and do not rotate workdays.
The following figure shows distinct incidents responded to by CSOs over the six-period analyzed by Citygate.
Section 3—Field Operations Services Review page 56
CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 31—CSO Distinct Incidents Year Over Year (2020-2023) Distinct Incidents by Source Unit Class
12,221 OK Sourte / • Community Services
1R (6.673) (0,.01%) @ Telephone • cso
Distinct Incidents @officer Initiated Homeless Outre...
Mental Health C.
Distinct incidents by Priority • Wireless 911 • Dispatch VL Patrol
@ Schetiled incidents * • Police Mutual Aid
• Police Services
• Text message
4K [36.14%) Source Year
Distiect Incidents 7K (55.54%) Officer • 2018
• Public • 2010
• 2020
• 2021
• 2022
2023
Prionity
Distinct Incidents Yoy%, Distinct Incidents and Distinct Incidents LY by Year and Month Distinct incidents YoY. — Distinct Incidents»... Distinct incidents LV 300
YoY Change % Distinct Incidents
100
432N 420% 3029%
5504
... ..
2020 2023
Month
The top problem types represented in the following figure illustrate the effective utilization of CSOs and their ability to alleviate officer workloads.
Section 3—Field Operations Services Review page 57 CITY GATE City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 32—Community Service Officer Problem Analysis (2018-2023) Distinct Incidents and % of All Problems & Priorities by Problem and Year Year 2018@2019 #2020 02021•2022 •2023 12,221 189
Distinct Incidents Problem Codes
SUBPOENA 517 4 по 8
THEFT 189 180 241-
PARKING COMPLAINT 274 408 13 120 1,094
100.0%
FOLLOW UP Ho 126 364 531| 192 346 Nº79
FOUND PROPERTY 1176 162 123 112 110 121 % of All Problems & Prionties BURGLARY AUTO 227 185 1 88 148
Distinct Incidents by Priority
STOLEN VEHICLE 95097165 120 167l
IMPOUND 934214 Priority 30 (Blank) ©104 @S
BLOUKED DRIVEWAY 1873M1 33-
HAZARD
2K (0.593
DETAIL ASSIGNMENT (13.25%)
ADDENDUM
ACCIDENT FROPERTY DAMAG
Problem
BÜRGLARY - COMMERICAL
BURGLARY. - RESIDENTIAL
MISSING PERSON REPORT
PROPERTY
10K
(81.37%)
RECOVERED SILEN
ASS157
MEET WITH CITIZEN
SCAM
VANDALISM AUTO
ABANDONED VEHICLE
OVERSIZED VEHICE
ACCIDENT - MINOR INJURY
500 1,000
Distinct Incidents
The following figure represents 12,221 distinct incidents assigned to a CSO over the six-year period of data. Evaluating the incidents by time and day reveals that most of the workload occurs during business hours. Citygate found the Department's use of this important staffing resource should be expanded into evening hours to offset the workload impact of Patrol officers, especially when other units are not available during evening hours.
Section 3—Field Operations Services Review page 58
CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 33—CSO Distinct Incidents and Committed Hours 2018-2023) Distinct Incidents Committed Hours
Mon. Tue Wed Thu Fil Sat Sun Total Hour Mon Tue Wed Thu Sat Sun Total 12,221 Hour.
Distinct incidents
12 5
Unit Class
*• Community Services:
19 • (SO
10 113 Homeless Outre..
9 N Mental Health C..
108
20 315 • E Dispatch
171 26 934 • Patrol
256 Police Mutual Aid
1,453 213 259 1,355 Police Servicos
1,511 258 1,478
FMFRR88828D9
56! 250 319 69 1,349
Solice
1,533 232 254 1,192
1 Officer L 2018
1,373 184 231 1,142 • 2019
1,334 189 215 245 1.085 • 2020
234 45 940 Pronty • 2021
632 01 LE 20z2
• 2023
BEREN ..- 223
153
8841=40+ 290 or 151
3 4
20 20 39 Distinct Incidents by Source
21 21
Wireless 911
22 17 14
23 11 12
Total 2,2632,235 2,537 2,2731,525 73065712,220 Total 1,846 2,072 2,386 2,244 1,511 726 562 11,346
36.10 While the use of CSOs in Patrol is widely accepted, Citygate learned that Department CSOs are on fixed schedules that do not coincide with Patrol team scheduling. This means that their value does not extend into the evening or weekend hours unless associated with special events. The figure shows the significance of CSO workload coverage, which demonstrates that the Department should explore their expanded use.
Citygate has worked with many departments that utilize CSOs assigned to patrol shifts that include evenings and weekends. Citygate further recommends the addition of one CSO to complement the existing three CSOs assigned to Patrol. The Department should explore a scheduling structure that aligns with both Patrol teams on Watch 1 and Watch 2 shifts on the current, rotating schedule.
Citygate also recommends an additional Traffic CSO to extend traffic support coverage throughout the week.
3.7 TRAFFIC ANALYSIS
Every officer in Patrol performs essential functions related to traffic safety including enforcement and education efforts. Officers assigned to the Traffic Unit are specifically dedicated to the primary duty to improve traffic and pedestrian safety through proactive enforcement and engagement within the community. The Traffic Unit is currently comprised of two Sergeants and six officers (eight are authorized). Citygate analyzed internal and external traffic data as part of this study to Section 3—Field Operations Services Review page 59
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department determine the overall effectiveness of the Department's efforts regarding roadway and pedestrian safety.
3.7.1 Traffic Incidents Overview
Safe and efficient traffic flow is a significant quality-of-life issue for members of a community.
Effective Traffic Unit operations are essential to ensure safe and efficient traffic flow for community members. The Traffic Unit's role is to provide for the safety of motorists, bicyclists, and pedestrians through enforcement of traffic laws and public education programs. Citygate analyzed 29,445 distinet traffic incidents assigned to the Traffic Unit. The source and priority of these calls are as follows:
Figure 34—Traffic Incidents Overview (2018-2023)
Distinct Incidents by Source
29,445 OK
2K. (7.55) (0:02%) • officer Initiated
Distinct Incidents
•Telephone
Distinct Incidents by Priority 3K (11 78%) @ Wireless 911 19K
2CK
#Scheduled incidents
Distinct Incidents O
OK
Priority
Traffic officers perform an essential function of traffic education and improved pedestrian safety through proactive enforcement. The following figure shows activities specific to the Traffic Unit's distinct incidents year over year between 2020 and 2023.
Figure 35—Traffic Unit Distinct Incidents Year Over Year (2020-2023) Distinct Incidents YoY %, Distinct Incidents and Distinct Incidents LY by Year and Month Distinct Incidents YoY % - Distinct Incidents•...- Distinct Incidents LY
45.7% 422% 49391
2020 2021 2022 2023
Month
Section 3—Field Operations Services Review page 60
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.7.2 Traffic Distinct Incidents
The Traffic Unit is very active, focusing on various issues impacting roadway and pedestrian safety. The following figure shows a high-level analysis by year and problem type. During six years of data analyzed, over 20,000 traffic stops were conducted. These enforcement and education encounters are indicative of a very active response to ensure safety. The correlation between enforcement and collisions will be further explored in this section.
Figure 36—Traffic Problem Analysis
Distinct Incidents, % of All Problems & Priorities
BY PROBLEM YEAR
Year @2018 •2019 2020•2021 2022•2023
TRAFFIC STOP 2.2K 2.OK 15KJ 4.0K 5.5K 5.3K
ACCIDENT - PROPERTY DAMAGE 2K
TRAFFIC - HIT & RUN
TRAFFIC ACTION PLAN PATROL
ACCIDENT - MINOR INJURY
SUSRICIOUS PERSON IN OK
DISTURBANCE I OK
DETAIL ASSIGNMENT oK
PASSING CHECK
FOLLOW UP I oK
ACCIDENT - INJURIES UNKNOWN I OK
'MEET WITH CITIZEN I oK
WELFARE CHECK I OK
PARKING COMPLAINT | ok
ASSIST OK
Problem
RECKLESS VEHICLE OK
OUTSIDE AGENCY ASSIST oK
SUSPICIOUS CIRCUMSTANCES OK
SUSPICIOUS VEHICLE OK
ACCIDENT - REPORT OF INJURIES oK
Citygate determined that 80 percent of Traffic Unit activity has been officer initiated, which is not uncommon among other agencies. The hours of operation are reflected in the following figure, which shows committed hours [right side] and distinct incidents [left side] by time of day and day of week. Analysis of CAD data shows that the highest concentration of Traffic Unit incidents and committed hours occurs Monday through Friday from approximately 8:00 am to 5:00 pm. Most of the incidents are traffic stops.
Section 3—Field Operations Services Review page 61
CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 37—Traffic Distinct Incidents and Committed Hours (2018-2023) Distinct Incidents Committed Hours
Hour Mon Tue Wed Thu Sat Sun Total Hour Man Tue Thu Sat Sun Total 29,445 Stinct incoents
Unit Class
46 • Community Services
I Dispatch
3 * E Patrol
Ou u 75 • Patrol
224
5822w 3 g • El Police Mutual Aid
1,789 113 155 598
2888Ru I Police Services
3,397 107 149 200 873 YE Public Works
8E385 2989 147 150
499 188 2,927 143 159 139 142 317. 833
560 Source Your
401 224 3,124 126 138 165 65 877
ET Officer • 2018
375 568 233 3,108 120 205 197 185 87 55 991 • Public L 2019 324 409 2,489 106 171 161 144 142 55) 843 2020
317 400 2,197 144 162 133- 133 61 48 795 Priority • 2021 337 407: 106 137 1822
176 2,176 140 113 48 761
286 352 314 143 1,861 111 341 77 51 715 • 2 • 2023
• 3
17 216 132 1,561 101 113 115 109 37 614 • 4
903 18 316 • 5
475 239
138 0 Distinct Incidents by Source
66 21
22 27 48 22 16 22
Teleplone
23 19 32 23 23
Total 4,229 5,7526,090 5.602 3,956 19391,877 29,445 Total 1,288 1,723 1,881 1.887 1,612 848 6269,866 Officer in
3.7.3 Traffic Collisions Analysis
The following figure highlights the significance of the hour of day as it relates to the when the highest rate of collisions occurs, particularly between 3:00 pm and 6:00 pm.
Figure 38—Traffic Collisions by Day of Week and Time of Day Number of Crashes per Day of Week per Time
917 Crashes
25:00 - Unknown •
21:00-23:59 4 12 12 10 6 10
18:00-20:59 16 22 16 20 16 20 22
20 15:00-17:59 45 38 37 40 22 28
30 12:00-14:59 25 30 34 33 12 16
09:00-11:59 15 25 17 18 21 10 14
40 об:00-08:59 23 29 16 30 24 6 2
50 0300-05:59 2 3 5
00:00-02:59 1 5 4 8 5
1 - Monday 2- Tuesday 3 - Wednesday 4 - Thursday 5- Friday 6 - Saturday 7 - Sunday Section 3—Field Operations Services Review page 62
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The following figure highlights collisions by type of crash.
Figure 39—Traffic Collisions by Type of Crash
Number of Crashes by Type of Crash HOt Zero 2-
gvy Cruster
Type of Crash Count %
- Not Stated 0.98%
A - Head-On 75 8,18%
200
B - Sideswipe 110 12.00%
C - Rear End 192 20.94%
D- Broadside 306 3337%
Not stated A -Head On H-Other E - Hit Object 28 305%
G-Veticiefed
F- Overturned 4 0.44%
G - Vehicle/Pedestrian 145 15.819
Type of Crash
H- Other 48 523%
- Not Stated
C - Rear End
F-Overturned
The following figure reflects collision incidents in the City by severity. While there is no acceptable level of injury in determining traffic safety enforcement and roadway engineering response, the Department provides considerable resources in preventing injury collisions.
Figure 40—Traffic Collisions by Severity
Number of Crashes by Crash Severity 15200 4-
Crash Severity Count %
1- Fatal 7 0,76%
600
2 - Injury (Severe) 65 7.09%
3- Injury (Other Visible) 614 66.96%
4 - Injury (Complaint of Pain) 231 2519%
2- Injury (Seve. 3- Inury (Othe. 4 - Injury (Com.
Crash Severity
2 - Injury (Severe)
3- Injury (Other Visible 4- Ijury (Compliant of Pain)
As the following figure shows, during 2021 and 2022, speeding, turning, and right-of-way violations were the primary collision factors in 51 percent of all collisions.
Section 3—Field Operations Services Review page 63
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 41—Injury Collisions by Primary Cause (2021-2022) Number of Crashes by PCF Violation
PCF Violation
908 Crashes
•oo - unknown
6(0.66%) 31(3.41%) 01 - Driving or Bicycling Under the Influence of Alcohol or Drug • o2 - Impeding Traffic
26 (2.86%) 72(7-93%)
03 - Unsafe Speed
7 (0.77%) 3(0.33%) 04 - Following Too Closely
18 (1.98%) 05 - Wrong Side of Road
06 - Improper Passing
70(7.71%) 159(17-51%)
07 - Unsafe Lane Change
27(2.97%)
08 - Improper Turning
112 (12,33%) 09 - Automobile Right of Way
1O - Pedestrian Right of Way
12(1.32%)
11 - Pedestrian Violation
38 (4.19%) • 12- Traffic Signals and Signs
11(1.21%) 17 - Other Hazardous Violation
18 - Other Than Driver (or Pedestrian)
164 (18.06%) 9(0.99%)
• 21 - Unsafe Starting or Backing
143(15-75%) • 22 - Other improper Driving
3.7.4 Office of Traffic Safety Review
The California Office of Traffic Safety performs city comparisons and rankings by grouping cities based on size. San Mateo is currently in Group B, for cities with a population greater than 100,000 residents. The OTS rankings were developed so that individual cities could compare their city's traffic safety statistics to those of other cities with similar-sized populations. Cities can use these comparisons to see which areas they may have problems in and which they are doing well in. The results help both cities and OTS identify emerging or ongoing traffic safety problem areas to help plan how to combat the problems and explore the possibility of facilitating grants. In recent years, media, researchers, and the public have taken an interest in the OTS rankings. It should be noted that OTS rankings are only indicators of potential problems; there are many factors that may either understate or overstate a city/county ranking that must be evaluated based on local circumstances.
In the following figure:
The ranking column shows two numbers divided by a slash. The first number is that city's ranking in that category. The second number is the total number of cities/counties within that group. For instance, if a column shows "22/60," this means the city in that row ranks 22nd out of 60 cities of similar size.
Number 1 in the rankings is the highest, or "worst" within the comparator group.
Thus, for Group B, a ranking of 1/60 would be the highest (or worst), 27/60 would be average, and 60/60 would be the lowest (or best).
Section 3—Field Operations Services Review page 64
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 42—Office of Traffic Safety City Comparison Analysis (2021) Agency Year County Group Population (Avg) DVMT
San Mateo 2021 SAN MATEO COUNTY B 103651 847835
VICTIMS KILLED & OTS
Crash Category INJURED RANKING
Total Fatal and injury 132 59/60
Alcohol Involved 15. 58/60
Had Been Drinking Driver <21 39/60
Had Been Drinking Driver 21 - 54/60
34 Motorcycles 59/60
Pedestrians 14 50/60
Pedestrians < 15 47/60
Pedestrians 65% 57/60
Bicycle 14 37/60
Bicyclist < 15 43/60
Composite 70 59/60
Crash Category FATAL & INJURY CRASHES OTS RANKING
Speed Related 19 59/60
Nighttime (9:00pm - 2:59am) 14 59/60
Hit and Run 12 54/60
As the figure shows, Citygate found that San Mateo ranks near the lowest in all collision categories.
This confirms the positive outcomes of the Department's initiatives in prioritizing traffic safety.
Citygate commends the City for its effective efforts to maintain safety on its roadways.
Citygate evaluated the response to traffic safety within the Traffic Unit which included an analysis of both officers and CSOs. The current complement of Traffic officers has proved effective in providing traffic safety but would significantly benefit from the addition of a CSO who aids the Unit in response to traffic collision investigations (in addition to the existing CSO assigned to the Unit). Citygate finds that extending Traffic CSO resources throughout the week would improve response and reduce impact of traffic calls for service with the addition of one FTE traffic CSO position. This would also reduce the workload on existing traffic officers to perform proactive traffic enforcement and education.
Section 3—Field Operations Services Review page 65
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.8 DATA ANALYSIS SUMMARY
Citygate's staffing methodology endeavors to review and analyze several factors. Some of these common factors include:
Actual (and available) staffing versus allotted staffing, including Patrol officers, Sergeants, and CSOs.
Leave taken by officers in Patrol, and how it curtails actual Patrol staffing levels.
The number, type, and duration of public-generated CFS and officer-initiated activity.
Response times, including call taking, dispatching, driving time, and second officer arrival times.
• Crime, including crime trends and any other unique, local public safety concerns. • Any obstacles or impediments that can consume an officer's time and/or take an officer or other Patrol staff away from their core duties (such as time spent in court, at the jail, or in local hospitals, and/or any technological deficiencies).
3.8.1 SMPD 2016 Staffing Study
Citygate was able to evaluate and consider an internal 2016 staffing analysis of the Department specifically related to Patrol staffing. According to the written executive summary:
The Police Department regularly examines and reallocates resources to meet demands by reassigning personnel to specialized functions or geographical areas to address problems or needs. While the Department will continue to evaluate structural efficiencies and adjust, it cannot continue to address challenges strictly in this manner. As both population and public expectations continue to increase while police staffing does not, the Department will be faced with difficult choices which could include elimination or reduction of services to meet the highest organizational priorities.
This study identified staffing needs to ensure the Department has the resources necessary to deliver effective police services and made recommendations related to several areas of the Department.
Several notable observations regarding workload distribution by time were identified through an internal assessment:
Allocated/Operational - 48 percent
• Administrative - 30 percent
• Unallocated - 22 percent
Section 3—Field Operations Services Review page 66
CHLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department This analysis was detailed, and the Department took significant measures to understand and implement changes based on understood best practices. The following is an excerpt from the 2016 study that reflects additional challenges to delivering appropriate resources.
An additional factor that has impacted staffing is the increased incidents of on-duty injuries. Over the last 5 years during any given period, between 5% and 10% of sworn officers, primarily those at the line level, have been unable to perform their duties due to on-duty injuries. Furthermore, the absences carried out by officers healing and recovering from on-duty injuries create a need for supplementation of staffing with officers on overtime. This means officers are either working long 12-hour shifts in excess of their 40- to-48-hour work week or are expanding already lengthy 12-hour shifts into exhaustive 15- to-16-hour shifts to help cover minimum staffing needs. Fatigue from such shifts is a proven risk factor to officers.
Citygate recognizes that Patrol operations require predictable staffing levels to deliver services. A department with a full complement of authorized FTE positions in Patrol generally has a narrow margin from which to absorb vacancies due to leave associated with MOU benefits with employee groups. However, unfilled positions due to injuries or vacancies have a significant impact on a department's ability to properly deliver police services.
In the City, the Department does not have the ability to absorb these impacts as there are no reserve or buffer positions allocated to Patrol. Based on prior studies within the Department and consistent with industry experience, Patrol staffing shortages generally entail at least 5-10 percent of the workforce being unavailable for deployment.
Industries requiring guaranteed staffing routinely plan for these gaps with unique buffer or reserve programs. For example, the airline industry employs reserve pilots and flight crews to ensure service delivery, as flights do not embark without a full crew. This comparison may not represent a perfect analog, as community safety does not require a specific officer level; however, it demonstrates that any staffing less than the identified minimum level likely reflects an inability to meet the predetermined service delivery outcomes and objectives in a predictive identified service delivery model. Therefore, Citygate recommends the Department add four FTE officer positions to provide a buffer and reduce the continuous impact of staffing shortages—ensuring the Department can deliver Patrol services without (1) operating below minimum staffing levels, and (2) requiring routine use of overtime to backfill vacancies.
3.8.2 Patrol Schedule Assessment
The law enforcement profession has experimented with compressed work schedules for decades, whether variations of 10-hour or 12-hour shift schedules or, in the case of San Mateo currently, an 11-hour shift schedule. There are benefits to each shift length; however, recent studies indicate that long shifts have inherent challenges, especially fatigue. While the 12-hour shift conforms to Section 3—Field Operations Services Review page 67
CITY GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department 24-hour coverage, most police agencies—including San Mateo—take advantage of the escalating resource schedule due to the daytime increase in service demand.
Citygate does not advocate for any specific schedule and recognizes the individual needs and specific culture of each agency. However, there are alternative compressed workweek schedules (such as the overlapping 4/10 model) that can offer fixed schedules, overlapping shifts, improved team cohesion, and on-duty training.
Citygate made the following observations related to scheduling:
The Department previously utilized a 12-hour shift model but, in recent years, shifted to 11-hour shifts (except for Patrol Sergeants) due to concerns of fatigue and quality-of-life issues.
The 4/11 shift model continues to provide officers with the personal benefit of a compressed work schedule.
The rotating schedule does not allow for team cohesion between the two teams and can make personal scheduling more challenging.
The two teams do not overlap, reducing team cohesion and communication.
Each team has four overlapping shifts (except Watch 4 to Watch 1). Call analysis highlights this impact, which should be adjusted to ensure all shifts overlap. • According to utilization data, morning hours are understaffed beginning at 7:00 am.
Watch 4 minimum staffing levels are insufficient for the size of the City. Workload analysis should not be the sole basis for deploying less than 6 police officers during overnight hours for a City the size of San Mateo.
• Officers owe the Department 77 hours per year based on a City MOU due to the adopted schedule. The Department coordinates annual training utilizing a portion of these hours and conducts the training outside of Patrol schedule work hours.
Officers are allowed up to six weeks of leave each year, not including sick leave or accrued compensatory time.
The Department allows for the approval of compensatory time use when it brings minimum staffing to no more than one officer below minimum. This can be challenging for scheduling purposes as it negatively impacts the Department's ability to deliver appropriate police services to the community and causes officer fatigue. Citygate finds this policy to be unsustainable and recommends a management-level "reasonable accommodation" approach in partnership with affected labor groups that does not automatically approve leave use when it brings staffing levels below minimum.
Section 3—Field Operations Services Review page 68
CHLYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.8.3 Minimum Staffing Levels Assessment
In 2021, the Department conducted an updated Patrol staffing analysis. The emphasis was to review what should be the appropriate level of deployable officers by hour of the day. The internal data analysis was very detailed and attempted to utilize ICMA guidelines. The summary assessment provided at that time is as follows:
Patrol maintains minimum staffing levels, based on hours of the day. These levels have been updated every few years, but the justification or reasoning for these levels has been unclear historically. Through research it was discovered that the International City and County Management Association (ICMA) produced a research paper on this topic, titled "An Analysis of Police Department Staffing: How Many Officers do you Really Need?" The research recommends that police agencies allocate staffing based on having 60% of all officers assigned to Patrol. Our personnel authorization for officers is currently 88 positions, meaning 52-53 officers should be assigned to Patrol. We currently meet that number. The ICMA report also recommends that Patrol officers should have 60% of their day allocated to responding to calls for service, with 40% unallocated for other activities, like proactive work, administrative duties, self-care/meals, etc. This 60% best practice guideline for allocated workload is consistent with a SMPD staffing analysis from 2016.
Citygate commends the City for its efforts to conduct an internal workload study. It is common that budget, crime, and population become the drivers of a department's staffing without actual workload information. Citygate learned that the City implemented additional staffing changes and minimum staffing levels for each hour in 2019, 2021, and again in 2023 to be responsive to workload demands. The following figure reflects the internal analysis of average staffing needs, current/full staffing, and proposed staffing/schedule recommendations.
Figure 43—2021 SMPD Internal Patrol Staffing Analysis by Hour 2021 SMPD Internal Staffing Analysis by Hour
21 20 20
-12 12
Section 3—Field Operations Services Review page 69
CHLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department While the internal study provided granular details as to staffing level needs per hour, it is important to recognize the expectation to have an appropriate level of resources available to deploy if needed.
This is especially true when all other Department resources are unavailable. Police departments can call upon allied agencies for mutual aid, however, it is still the Department's responsibility to provide for unplanned workload demands that often require multiple officers in response to complex incidents or multiple simultaneous CFS.
The Department also implemented a flex program which adjusted the hours of some officers to address the lack of an overlap between Watch 4 and Watch 1. The Department found this program was helpful, but it was discontinued after it created challenges to team cohesion, information sharing, and staffing coverage. Citygate found that the need for staffing overlap still exists but recognizes that managing appropriate staffing levels is a higher priority.
The following table presents a compilation of prior analysis data from the 2021 staffing review.
Table 10—2021 SMPD Internal Patrol Staffing Analysis
June, 2019, Aug, 2019, June, 2021, Difference
Minimum Levels Minimum Levels Minimum Levels Rounded 2019 Min between Avg Time Averages Highs
based on work based on work need based on work Averages Levels Need in 2021 and need & 60/40 split & 60/40 split need & 60/40 split 2019 Levels 0000-0100 5.33 9 11
0100-0200 2 4 3.33 11
0200-0300 2 3.00
0300-0400 3 4 2 3.00
0400-0500 2.33
0500-0600 2 2.00 2
0600-0700 2.33
0700-0800 3.00
0800-0900 4.67
0900-1000 11 10 9.00 11
1000-1100 6.67
1100-1200 8 6.33
1200-1300 7 6.00
1300-1400 8 5 7.00 8 9
1400-1500 6 10 7.67 10 15
1500-1600 8 7.67 15
1600-1700 8 6.67 15
1700-1800 7 6.33 15
1800-1900 10 9 7 8.67 10 15
1900-2000 10 8.00 10 15
0. ~
2000-2100 6 8 7.00 8 15
2100-2200 14 10 10.67 11 14 15
2200-2300 6 8 6.67 8 11
5 2300-2400 5 7 6.00 6 7 11
As shown in the following figure, the Department identified the 9:00 am hour as a critically low staffing hour based on the prior 2021 assessment. Citygate recommends an increase in Patrol staffing on Watch 1 to address this need. Citygate recognizes that all changes in staffing levels, Section 3—Field Operations Services Review page 70
CLLYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department shift schedules, and hours of work should be implemented in partnership with affected labor organizations including the POA and the Sergeants Association. Additionally, Patrol staffing and scheduling recommendations require proper phasing to ensure needed resources and FTE positions are available.
Figure 44—2021 SMPD Study: Difference Between Average Need and Current Levels 2021 Difference between Avg Need and Current Levels
10 8 8 8
8 7 7 7
6 5 5
3 2 2 2
2 0600-0100 0100-0200 0200-0300 0300-0400 0400-0500 0500-0600 0600-0700 0700-0800 0800-0900 0900-100 42100 1100-1200 1200-1300 1300-1400 1400-1500 1500-1600 1600-1700 1700-1800 2200-2300 2300-2400 -6
3.8.4 Simulated Schedule and Staffing Model
Citygate recognizes the Department's desire to solve staffing challenges based on the existing teams and shifts. Citygate found that multiple adjustments to minimum staffing levels since 2016 have been an attempt to use data to inform and drive Patrol staffing decisions. However, the continuous change in minimum staffing is primarily driven by the lack of deployable officers in Patrol.
While this study's purpose is to make staffing recommendations, the simulation provided in the following figure is intended to show a potential solution that could address deficiencies by hour of day and minimum staffing levels by shift. By adjusting the hours of Watch 4 and/or Watch 1, the Department could reduce the impact of pending calls as one shift ends and the next begins. Citygate advises an overlap of at least 30-60 minutes between any two shifts. The figure also shows a simulated minimum staffing level by shift instead of by hour. To accomplish this, each team would require 30 officers. Each shift would be authorized two officers above the minimum to account for absences due to vacation, comp, sick, and other leave uses under the MOU. Therefore, Citygate Section 3—Field Operations Services Review page 71
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department recommends the Department move from staffing minimums by hour to staffing minimums by shift-eliminating the impact of the current, per-hour scheduling challenges and more appropriately staffing shifts to match the service demands identified during this study.
Citygate further recommends the minimum staffing level be increased to six officers between 2:00 am and 10:00 am. This recommendation should be phased in as operational staffing levels increase.
The data-driven utilization simulation combined with the simulated schedule in the previous figure supports this recommendation. Citygate simulated the minimum staffing model to include a column reflecting "Simulated Budgeted Full Compliment" for demonstration purposes. This simulated solution includes the proposed 2 FTE officers deployed on Watch 1 (1 additional officer per each day shift) for a total of 30 officers per team instead of the current authorized strength of 29 officers per team. This alternative could provide for each shift (Watch) to be staffed with 2 officers above minimum staffing, allowing for the management of time off by shift versus the current practice of minimums by hour as illustrated in the following figure.
Figure 45—Citygate Simulated Schedule and Staffing Model Simulated CG 2024 CG 2024
Watch 1 - Watch 2- Watch 3- Watch 4- Simulated July 2023 Schedule Proposed Proposed
6:00 AM to 10:00 AM 3:00 PM to 8:00 PM to Budgeted Full Current Min Time Minimum Operational Critical
5:00 PM to 9:00 PM 2:00 AM 7:00 AM Complement Statt Levels Complement Minimum Minimum
6 16 12 11 10 10 0000-0100
6 16 12 11 10 10 0100-0200
6 5 0200-0300
6 8 6 5 0300-0400
6 8 6 50400-0500
6 6 4 0500-0600
16 12 40600-0700
8 6 5 0700-0800
8 6 5 0800-0900
8 6 50900-1000
14 10 10 9 1000-1100
14 10 10 9 91100-1200
6 14 10 10 9 91200-1300
10 10 9 9 1300-1400
14 10 10 9 9 1400-1500
Proposed Operational Minimum - Per Shift - 30 Police Officers 13 1500-1600 22 16 10 10
22 16 10 10 13 1600-1700
14 10 10 10 10 1700-1800
14 10 10 10 10 1800-1900
14 10 10 10 13 1900-2000
6 22 16 11 13 2000-2100
6 16 12 11 10 10 2100-2200
16 12 11 10 2200-2300
6 16 12 11 102300-2400
Note: Increase minimum staffing in 20 of 24 hour blocks Section 3—Field Operations Services Review page 72
CHLYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
3.9 FINDINGS AND RECOMMENDATIONS
3.9.1 Findings
Finding #1: Patrol staffing has experienced many vacancies, forcing each team to be staffed with as few as 21 officers before any leave use is applied (29 authorized).
Finding #2: Minimum staffing is attained by hour, not by shift; this creates a complicated, rules-based staffing model that is very difficult to manage, especially when staffing is low.
Finding #3: Operating shifts at minimum strength does not allow for organizational goals or directed service and significantly reduces proactive policing, especially during peak hours of the day when committed time and saturation is high.
Finding #4: The City does not currently have a uniformed unit that is dedicated to adressing identified problems or quality-of-life issues. To focus on specific needs related to community safety requires dedicated resources and flexible schedules, but the City's Patrol officers do not have the time to address these significant challenges impacting the community.
Finding #5: Using the ICMA Rule of 60 as it pertains to resource allocation, it is Citygate's experience that the average department assigns approximately 66 percent of its officers to Patrol. At full strength, San Mateo achieves the 60 percent goal, with 60 percent of its officers assigned to Patrol.
Finding #6: Watch 1 has a workload level requiring an increase in the minimum staffing level by 1 officer per team. According to the ICMA Rule of 60 as it pertains to workload efficiency, the average workload of Patrol officers should not exceed 60 percent.
Patrol officers in the City are committed 55 percent of the time on average.
However, when evaluating utilization averaged by hour within each day, officer utilization is negatively impacted between 7:00 am and 10:00 am and not meeting the ICMA gudeline. Additionally, utilization stays elevated above 60 percent until 3:00 pm.
Finding #7: In the absence of a Watch 2 supervisor, the Watch 1 (day shift) supervisor may be responsıble for supervising both shitts with a combined mınımum statting level of 9 officers (up to 13 officers if fully staffed).
Finding #8: Whether cinciding with a shift in policing priorities, the COVID-19 pandemic, or the scrutiny of the law enforcement profession nationally, the City has experienced a six-year 14 percent decline in total incidents requiring a Patrol response.
Section 3—Field Operations Services Review page 73
CLT Y G.AT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Finding #9: The current Patrol schedule does not factor time to perform ancillary duties, which are different than administrative tasks and must be performed while on-duty.
Additionally, the rotating 4/11 schedule does not overlap teams and requires making up 77 hours each year.
Finding #10: In the fractile analysis of Patrol response times, 9 times out of 10, it takes 1:00 minute or less of call-handling time to dispatch a police unit to a Priority 1 call, with the response time for the first-arriving unit being 13:30 minutes or less, 90 percent of the time.
Finding #11: Unfilled positions due to injuries or vacancies have a significant impact on the Department's ability to properly deliver Patrol services. The Department cannot absorb these impacts as there are no reserve or buffer positions allocated to Patrol.
Finding #12: Community Service Officers (COs) play an invaluable supportive and cost- effective role in Patrol and in Traffic. However, their schedule is limited to specific hours/days and not data driven.
Finding #13: The Department allows for the approval of comp time use when it brings minimum staffing to no more than one officer below minimum. This can be challenging for scheduling purposes as it negatively impacts the Department's ability to deliver appropriate police services to the community and causes officer fatigue.
Finding #14: Each team has overlapping shifts except Watch 4 to Watch 1 at 6:30 am. Call analysis highlights this impact, which supports adjusting Watch times to ensure all shifts have an overlap when adequately staffed.
Finding #15: Watch 4 minimum staffing levels are insufficient for the size of the City. Workload analysis should not be the sole basis for deploying less than six officers during overnight hours.
Finding #16: The Downtown Unit is managed by a Lieutenant but does not have a dedicated supervisor as officers are assigned and deployed on Patrol shifts.
Finding #17: The two current Patrol Team Lieutenants do not have enough time to effectively manage administrative duties while supervising Patrol operations.
Finding #18: The Traffic Unit is supervised by two Sergeants, with many assignments that often extend beyond the regular duties of traffic safety.
Finding #19: Extending Traffic CSO resources throughout the week would improve response and reduce the impact of Traffic calls for service with the addition of 1 FTE Traffic Section 3—Field Operations Services Review page 74
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department CSO position. This would also reduce the workload on existing Traffic officers to perform proactive enforcement and education.
Finding #20: Multiple adjustments to minimum staffing levels since 2016 have represented an attempt to use data to inform and drive Patrol staffing decisions. However, the continuous change in minimum staffing is primarily driven by the lack of deployable officers in Patrol.
Finding #21: The policy allowing for the approval of compensatory time use when it brings minimum staffing to no more than one officer below minimum is unsustainable, causing officer fatigue and negatively impacting the Department's ability to deliver appropriate police services to the community.
3.9.2 Recommendations
Recommendation #1: Fully staff Patrol to its authorized complement of police officers (58).
Fund 4 new FTE officer positions to provide a buffer in Patrol (one additional officer for every two shifts), reduce the continuous impact of staffing shortages, and backfill for long-term injury and vacancies that reduce operational positions that are often funded using overtime.
Recommendation #2: Add 2 FTE officers to Patrol and assign one per each day shift on Team A and Team B to ensure Patrol officer committed time is no more than 60 percent and provide increased services during elevated daytime demand beginning at 7:00 am.
Recommendation #3: Secure ongoing funding for the recently added, grant-funded CSO.
Deploy with the existing 3 CSOs to Watch 1 and Watch 2 (on both teams). This would ensure Patrol officer committed time is no more than 60 percent and provide increased services during elevated daytıme demand for service in the community.
Recommendation #4: Increase the minimum number of deployed Patrol staff on Watch 4 to no less than 6 Patrol officers from 2:00 am until the end of the shift once Patrol staffing positions are added.
Recommendation #5: Increase the minimum number of deployed Patrol staff at the start of Watch 1 to no less than 6 Patrol officers once Patrol staffing positions are added.
Section 3—Field Operations Services Review page 75
CITY.G.AT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Recommendation #6: Restructure the Traffic Unit, utilizing 1 of the 2 current Traffic Sergeants to provide full management of supervisory responsibilities for the Unit.
Recommendation #7: Reallocate 1 of 2 Traffic Sergeant positions to a newly formalized and dedicated Downtown Unit / Problem-Oriented Policing team to address downtown response, quality-of-life issues, homelessness, business needs, events, and community engagement. Organize such programs and services under a newly formed Community Engagement Unit that could be supervised with the Traffic Sergeant's reallocation without the addition of a new FTE. A Community Engagement Unit would augment overall Patrol response by engaging businesses and neighborhoods directly and addressing problems that significantly impact the greater community.
Recommendation #8: Add 1 FTE CSO to Traffic and deploy with the existing Traffic CSO to extend weekly coverage and support to assist Motor Officers in more effectively performing traffic enforcement and collision investigations.
Recommendation #9: In light of the increased risk and liability in policing today, the Department should consider the future potential of adding 2 Lieutenants to Patrol and deploying Patrol Lieutenants as Watch Commanders to ensure greater management oversight and further balance Lieutenant workload
Recommendation #10: Evaluate the current, rotating 4/11 shift schedule in partnership with affected labor groups to determine whether an alternative, compressed work schedule could provide evidence-based benefits to the Department and community and also address training issues, ancillary assignment challenges, officer fatigue, and overtime use.
Recommendation #11: The Department should manage minimum staffing by shifts) versus by hour(s) of day, reducing the impact of the current per-hour scheduling challenges. This recommendation should be implemented in partnership with affected labor groups.
Recommendation #12: The Department should consider a management-level "reasonable accommodation" approach to scheduling that does not automatically approve leave use when it brings staffing levels below minimum. This recommendation should be implemented in partnership with affected labor groups.
Section 3—Field Operations Services Review page 76
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 4—SUPPORT SERVICES / INVESTIGATIONS REVIEW
4.1 OVERVIEW
The Support Services / Investigations Division is the second largest division within the Department and is commanded by a Captain. The Captain has three direct reports, all of whom are Lieutenants who each manage bureaus or multiple work units.
In review of this Division, Citygate found that office administrative tasks and assignments were being performed by the Captain or Lieutenants. Such administrative duties would be better aligned with a clerical support position. Adding a full-time Administrative Assistant to this Division would enable the Division's Captain and Lieutenants to spend their time and capacity more efficiently, with a greater focus on priorities which only they can manage.
The Division encompasses the following units and functions:
• Criminal Investigations
• Recruitment and Background Investigations
• Community Relations
• Media Relations
• Peace Officer Standards and Training (POST) Compliance Volunteers
• Youth Services Unit (YSU) and Police Activities League (PAL) Facilities
4.2 INVESTIGATIONS SERVICES BUREAU
Investigations Services is managed by a Lieutenant and supervised by two detective Sergeants.
Staffing positions for the Bureau are provided in the following table.
Section 4—Support Services / Investigations Review Page CITYGATE City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 11—Investigations Bureau - Staffing
Position Number of
Personnel
Lieutenant of Investigations 1
Detective Sergeants 2
Case Detectives 8
Drug Enforcement Agency - Task Force 1
Drug Enforcement Agency (Sergeant) 1
County Gun Violence Task Force 1
Retired Annuitant Investigators (P/T) 4
Forensic Specialist 1
Community Service Officer 1
Administrative Assistant 1
4.2.1 Lieutenant of Investigations
This is an executive leadership position that reports directly to the Support Services Captain. The current Lieutenant has twenty-five years of Department experience and, in addition to duties as the Investigations Lieutenant, is the Commander of the regional Crisis Negotiation Team, for which the Lieutenant/Commander trains eight hours per quarter in addition to callouts. The Lieutenant is also currently serving as the Management Association President.
4.2.2 Detective Sergeants
The Investigations Services Bureau is supervised by two detective (police) Sergeants who report directly to the Lieutenant of Investigations. Additionally, there is a third detective (police) Sergeant assigned within the Bureau, but that position is assigned to a regional task force and does not have supervisory duties within the Department. Both Sergeants have a moderate level of additional duties, which is not uncommon for a municipal police department the size of SMPD. The time commitment to additional duties was estimated by one Sergeant to be as high as 15 hours per week, which amounts to nearly 40 percent of the regularly scheduled workweek.
4.2.3 Case Detectives
The Detective Unit has eight detectives assigned with two detectives specifically assigned to investigate sexual assaults. One of the eight assigned detectives is classified as "Senior" detective, meaning that detective is not subject to the normal, four-year duty assignment rotation that the rest of the detectives in the Unit are assigned to. Turnover is high in the Unit due to promotions, thus creating an inexperienced cadre of detectives.
Section 4-Support Services / Investigations Review page 78 CHLY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The Bureau also has three detectives assigned to task force positions working outside of the Department, including two assigned to separate Drug Enforcement Agency units and one assigned to a Countywide gun violence task force managed by the District Attorney's Office.
Additionally, there are four retired annuitant detectives working within the Bureau that handle a significant investigative caseload, including two assigned to handle "cold" cases and two that handle fraud cases as well as low-level sexual assault cases and sex registrants.
There are no under-cover (UC) detectives within the Bureau, nor are there any specialized investigative units. All detectives are considered "general crimes" detectives.
4.2.4 Case Management
Investigative cases are typically generated from police reports taken by Patrol and then referred to Investigations for additional follow-up. The Investigations Lieutenant, with input from Patrol Lieutenants, manages the inflow of cases to the detectives.
There is a case management module within the Department's Records Management System (RMS) software, however, Investigations leaders (Lieutenant and/or Sergeants) do not use this system extensively. It is unclear whether the lack of use is due to the functionality of the module or a lack of familiarity or training among staff. The Records Supervisor was able to run case reports, but Citygate found that the Unit supervisors are tracking assigned cases manually with an Excel spreadsheet that was created by one of the two current supervisors. Citygate obtained copies of both the Excel spreadsheet and a custom RMS case report; however, neither tracking report was useful in calculating detective workload and/or case closure rates.
Subjective analysis-based on interviews with the Investigations Lieutenant, both Detective Sergeants, and the Senior Detective-suggests that the current workload volume of detectives is such that they do not have time to investigate most property-related crimes.
Based again on the subjective analysis of the interviews, Citygate believes that the addition of one detective to the Bureau could facilitate more time spent on property-related cases. However, before adding additional detective positions, the Department should address efforts towards tracking detective workload and productivity utilizing existing software systems to better understand whether additional resources could increase clearance rates.
The following table shows investigative cases managed by the Unit over a four-year period.
Section 4—Support Services / Investigations Review page 79
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 12—Investigative Services Case Management (2020-2023) Cases Clearance Arrest
Year Rate
Assigned Rate
2020 18 6% 6%
2021 34 24% 3%
2022 63 14% 8%
2023 73 26% 11%
Total 188 20% 8%
Data obtained from San Mateo PD RMS report run on 01-16-2024
4.2.5 Community Service Officer (CSO) and Digital Forensic Specialist The Investigations Bureau is supported by two professional staff positions including a Digital Forensic Specialist and a CSO. The Digital Forensic Specialist assists the Bureau by conducting forensic examination of all technology associated with a case to include computers and mobile phones. Every case involves some degree of digital analysis such that the workload of this position is augmented by fully sworn detectives who receive additional training in this area.
There is one CSO assigned to the Bureau full time. This position is responsible for follow-up work on "missing person" cases as well as managing massage parlor business check and backgrounds.
Additionally, the Investigations CSO manages the pawn shop and secondhand dealer slip registry to track down stolen property. The current CSO assigned has also developed a high degree of experience and expertise at crime scene investigations and is routinely called out to process major crimes scenes that the County crime lab does not respond to. According to the detective Sergeants, this position's level of expertise is such that, even after being rotated out the Investigations Bureau, the CSO is often called out to handle crime scenes.
The CSO is also called out to support the Crime Reduction Unit when they serve search warrants.
During such call-outs, the CSO serves as the evidence "finder," which is a designated person to collect and document all evidence gathered during a search warrant. When the CSO is called out to process a crime scene or support a search warrant, this typically takes the CSO away from normally assigned duties for the equivalent time of approximately one week. Citygate believes crime scene response and processing should be a standalone job skill and position with training and responsibilities which exceed that of a CSO.
Thus, Citygate recommends the creation of a new Crime Scene Specialist position to be permanently assigned to Investigations. This position can be responsible for conducting crime scene investigations and evidence gathering. This position could also assist with digital forensic analysis.
Section 4-Support Services / Investigations Review page 80 CHLY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
4.2.6 Life360
Life360 is an information technology company headquartered in San Mateo that publishes a mobile app designed for families and close friends to stay connected and informed regarding each other's whereabouts and safety. It offers features such as real-time location sharing, notifications for arrivals and departures, driving safety analysis, and emergency assistance. Families commonly use the app to keep track of each other's locations—especially parents who want to know their children's whereabouts.
Due to the application's ability to record geographical information associated with mobile phones, the company receives a significant number of requests for subscriber information from law enforcement agencies outside of San Mateo. The company's policy is to require a search warrant to release this information. If the requesting law enforcement agency resides outside the County of San Mateo, the search warrant must be "domesticated."5 The Investigations Bureau assists law enforcement agencies outside the County to domesticate search warrants for service at Life360. This workload has a moderate to significant impact on the detective work unit.
4.3 YOUTH SERVICES UNIT / POLICE ACTIVITIES LEAGUE
The Youth Services Unit (YSU) and Police Activities League (PAL) are led by a Lieutenant. The Lieutenant is also in charge of the SMPD Wellness Program. One Sergeant, one Parks and Recreation Supervisor, two Development Directors, two School Resource Officers (SROs), one Juvenile Probation Officer, and one Clinical Case Manager are under the YSU/PAL Lieutenant's command, along with clerical support staff. Five part-time, per diem City employees work in YSU in the Parks and Recreation program to support YSU and PAL. These staff support the Department's PAL, Explorer Scouts, and Diversion programs and assist the SROs. The SRO program is partly funded by the City and the school district.
4.3.1 Youth Services Unit
The YSU performs many functions including an Explorer Program with approximately 20 explorers that can feed the CSO program and later become officers or dispatchers. This detail involves meetings, training, mentoring, and direct supervision to ensure the youth in the program are safe. Explorers attend and assist at PAL, Department, and City events including the Color 5 To "domesticate" a search warrant typically refers to the process by which a search warrant issued in one jurisdiction is made valid or recognized in another jurisdiction. In the context of technology companies like Life360, if a law enforcement agency seeks access to user data through a search warrant issued in one jurisdiction (such as a state in the United States), but the data is stored or accessible in a different jurisdiction (such as another state or country), the warrant may need to be "domesticated" in the jurisdiction where the data resides. This ensures that the warrant is legally recognized and enforceable in that jurisdiction.
Section 4-Support Services / Investigations Review page 81
CLLYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Guard; at DUI checkpoints; vacation house checks; ride-alongs; and in other contexts where they can passively observe professional law enforcement activities while supporting the greater law enforcement mission.
The YSU Lieutenant is also responsible for a Diversion program, and a team of two SROs and one detective SRO created the applicable MOU on how PAL should engage with students on school grounds. The YSU Lieutenant informed Citygate of a 98 percent success rate with the Diversion program, noting that the school, kids, parents, and Department are all working together to prevent instances of reoffending.
The following table represents the documented activity YSU performs annually (note the decline related to COVID-19 in 2019-2020). Many activities are undocumented, such as when an SRO interacts with students and school staff at events, planning, and mentoring.
Table 13—YSU Annual Documented Activity (FY 17/18-22/23) Documented Fiscal Year
Activity 17/18 18/19 19/20 20/21 21/22 22/23
Juvenile Diversion 23 25 18 14 43
Citygate reviewed the schools' call stats for 2018-2023 and found that the SROs are busy with incidents and cases, as reflected in the following table. An "incident" becomes a "case" when it requires investigation.
Table 14—SRO Incidents and Cases by School by Year (2018-2023) Incidents/Cases by Year
School 2018 2019 2020 2021 2022 2023
(3 SROs) (3 SROs) (1 SRO) (1 SRO) (2 SROs) (2 SROs)
San Mateo HS 451/49 591/59 221/26 230/16 415/64 407/63
Aragon HS 300/261 445/20 106/4 106/14 153/15 174/20
Hillsdale HS 12/4 17/4 40/4 1/0 169/15 52/7
Nueva HS 13/1 17/0 15/0 47/2 10/5 43/3
Serra HS 41/4 76/7 36/3 63/1 57/5 7218
Total 817/319 1146/90 418/37 447/33 804/104 748/101
The SROs also support middle (3), elementary (12), and private schools (7) in San Mateo. If these schools are added to the total of the five high schools, the total activity shows the SROs time is very demanding.
Section 4-Support Services / Investigations Review page 82
CITY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 15—Total School Incidents and Cases (2018-2023)
Value 2018 2019 2020 2021 2022 2023
Total Incidents 1694 2069 736 840 1590 1210
Total Cases 429 180 66 96 217 181
Given that the school district has 180 days of mandated education, the average number of incidents per day was between 6.7 and 8.3 for 2022-2023. This average does not account for travel time between schools, downtime for report writing, or time spent attending diversion meetings. In 2018-2019, 3 SROs handled slightly more incidents. Citygate sees an opportunity to provide better customer service to schools and students while reducing the potential for burnout by increasing the staffing level to four SROs—adding two FTE SROs to YSU. The numbers reflected in the preceding tables do not include all of the City and Department events that SROs attend to support the Department's mission.
It is worth noting that the National Association of School Resource Officers (NASRO) recommends one specially trained school resource officer per 1,000 students.' The City's student population far exceeds this standard relative to the current number of SROs.
According to NASRO:
Previous thought has been to place one SRO per 1,000 students. NASRO recommends considering factors such as campus size (including acreage and number of buildings), school climate and location, and the number of non-sworn safety team members on campus when determining the number of SROs needed on campus.
4.3.2 Therapy K9
The Department became the first in the country to acquire a Therapy K9, which entails the officer handler bringing the K9 to school and City events. A tobacco grant supports the Youth Services officer / handler.
The K9 will need attention when the five-year term is up and the officer goes back to Patrol, and there will be a need to acquire a new Therapy K9. The Therapy K9 helps to build relationships within the schools and polishes the law enforcement badge by providing much goodwill. Citygate applauds the Department's efforts related to this program. https://www.nasro.org/fag/general/
Section 4—Support Services / Investigations Review page 83
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
4.3.3 Police Activities League
The PAL program is popular with local students and the Department, with the YSU Lieutenant leading the program. However, given the nature of the responsibilities related to management of PAL, there is an opportunity to better utilize the Lieutenant's time by creating a civilian manager position to lead the PAL program. The Lieutenant spends much time in PAL meetings, budgeting, working with Parks and Recreation staff for planning and resource management, and other activities that do not require a sworn officer position. The PAL manager position is much like an executive director of a non-profit. The position requires attending Board meetings and engagement, budgeting, monthly finance reviews on both the City and non-profit sides, HR and reviewing/selecting Board members, helping to set up non-profit new hires, coordinating and managing scholarship committees, monitoring grants, planning and performing fundraising events, coordinating with the Parks and Recreation Supervisor to plan community and programmatic events, and more.
4.4 ADMINISTRATIVe TECHNICIAN
An Administrative Technician is under the command of the Support Services Lieutenant and is a gatekeeper for all things related to Department payroll processing. The Technician started with the City in 1989 and has a tremendous amount of corporate knowledge. The Administrative Technician works with all divisions and units in the Department to ensure payroll actions are taken correctly. The Administrative Technician is involved in the City's process of converting all payroll processing to the Workday scheduling/payroll processing system. At the time of this operational analysis, all payroll processing was entered into the InTime payroll scheduling/processing system and then imported into the Eden software system. All City departments will eventually be converted to utilization of Workday software.
Citygate staff found the Administrative Technician to be well-organized and helpful, providing short turnarounds related to Citygate's document requests. Some Administrative Technician responsibilities include the processing of Personnel Action Forms from the POST Compliance Officer to ensure pay incentives for educational and POST certificates are included in an employee's paycheck. The Administrative Technician also reports directly to the Chief of Police when providing a quarterly report of grant activity. All financial activities must be balanced through Workday. Also, quarterly projects and deposits of payee accounts report for items such as K9 maintenance and asset forfeiture on paper files. Citygate sees an opportunity to transition from paper reporting to online reporting for all fiscal activities.
Some of the Administrative Technician's other responsibilities include complete payroll processing (InTime and export pay periods for the entire Department every second Monday, or on Sundays if a holiday lands on a Monday); making payroll and timesheet adjustments; sending Section 4—Support Services / Investigations Review page 84 CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department paysheets to supervisors for approval; exporting data; and checking to verify court overtime and emergency overtime.
4.5 FINDINGS AND RECOMMENDATIONS
4.5.1 Findings
Finding #22: The Captain and Lieutenants are performing office administrative tasks and assignments related to Support Services / Investigations. Such administrative duties would be better aligned with a clerical support position.
Finding #23: Detectives tend to be promoted out of the Unit prior to their full rotation. Thus, the experience level of the detectives (with the exception of the Senior Detective) is low.
Finding #24: Due to workload capacity, the Detective Unit investigates few (if any) property crimes.
Finding #25: All 8 detectives, plus the 2 detective Sergeants, are assigned generally to Investigations. There are no specialized investigative units.
Finding #26: The CSO assigned to Investigations is often called out to process crime scenes and collect evidence and search warrants, a specialized skillset typically beyond that of a CSO.
Finding #27: Domesticating search warrants for allied police agencies seeking subscriber information from Life360 has a moderate to significant impact on the workload of the Investigations Unit.
4.5.2 Recommendations
Recommendation #13: Consider the addition of 1 full-time Administrative Assistant to the Support Services / Investigations Division. This would enable the Captain and Lieutenants to manage their time more efficiently, providing greater capacity for priorities which only they can manage.
Recommendation #14: Once workload indicators are properly assessed and subjective analysis is validated, consider adding 1 full-time detective to the Investigations Bureau.
Recommendation #15: Consider alternatives to leverage institutional knowledge developed by detectives by either adding an additional "Senior" detective position or Section 4—Support Services / Investigations Review page 85
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department extending current detective rotations by an additional two years, provided performance objectives are being met.
Recommendation #16: Add 1 Crime Scene Specialist as a new position of to be permanently assigned to Investigations and conduct crime scene investigations and evidence gathering. This position could also assist with digital forensic analysis.
Recommendation #17: The Department should consider the future potential of converting the 4 retired annuitant positions to 2 full-time detective positions once current funding for the retired annuitant positions has expired.
Recommendation #18: Consider reorganizing the Investigations Bureau into two specialized units including a Special Victim's Unit (SVU) and a Major Crimes Unit.
The SVU would handle all domestic violence cases, sex cases, child and elder abuse cases, and missing persons cases. The Major Crimes Unit would be divided into a Violent Crimes Unit and a Property Crimes Unit. /Note: Prior to the completion of this report, the Department had already implemented this recommendation with a reorganization of the Bureau into Major Crimes and General Felony units.]
The following figure reflects Citygate's proposed reorganization:
Figure 46—Investigations Bureau - Proposed Reorganization Investigations
Services
Lieutenant
Special Investigations Major Crimes Unit
Task Force Officers (3)
(Sergeant) (Sergeant)
Digital Forensic Digital Forensic
Specialist (5)
Specialist (5)
Crime Scene
Crime Scene Specialist
Specialist (5) (5)
Violent Crimes Property Crimes
Detectives (4) CSO (1)
Senior Detectives (2) Detectives (3)
Section 4-Support Services / Investigations Review page 86
CLLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Recommendation #19: As PAL funding/budget allows, the Department should consider the creation of a civilian manager position to manage the daily operations of the PAL program. The Lieutenant would be present to provide effective leadership to the YSU and SRO staff. Additionally, Citygate is concerned that the YSU/PAL Lieutenant is performing specialized activities that will hamper the ability to move elsewhere in the Department due to a lack of exposure in other areas that require sworn officer capabilities.
Recommendation #20: Increase the staffing level of School Resource Officers to 4 SROs total-adding 2 FTE SROs to the Youth Services Unit. With this addition, the Department can provide better customer service to schools and students while reducing the potential for officer burnout.
Section 4—Support Services / Investigations Review page 87 CITYGATE This page was intentionally left blank
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 5—BUSINESS MANAGEMENT AND ExecuTIve AssIsTANCE
5.1 BusInesS MANAgER
The Business Management unit is led by a Business Manager who is a direct report to the Chief of Police and has more than 22 years of experience working with the City. The Business Manager's strong business acumen was evident during Citygate's review when discussing the Department's financials.
The Business Manager spends a significant portion of time on expenditures and revenues, as the Mane what he being of imp cans the Dure ears pie one am is ne repository for contracts and grants, there may be an opportunity to utilize a professional software application to monitor grants and contracts. The Business Manager also processes proclamations, contracts, and resolutions for City Council meetings; and performs the necessary follow-up to ensure document signatures are obtained.
The Business Manager will also assist with special project RFPs, such as the RFP published by the City in relation to this Staffing Needs Assessment and Organizational Analysis, as well as a childcare stipend project to provide support to officers and dispatchers.
5.2 Executive Assistant
The Executive Assistant is a direct report to the Chief of Police and has been with the Department since the 1980s. The Executive Assistant utilizes Microsoft Office applications to manage responsibilities including the Chief's schedule, calendar meetings, personnel file updates, visiting Section 5—Business Management and Executive Assistance page 89
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department background investigator file review assistance, purging files via records retention schedules, providing the Chief's correspondence, issuing memos, and reviewing other division memos.
The Executive Assistant also works with Department retirees, takes weekly command staff meeting minutes and assists with staff meetings, and is responsible for the Department's ordering of office equipment.
5.3 FInDINgS AND ReCOMMENDATIONS
5.3.1 Findings
Finding #28: There is no repository for contracts and grants, and the Department is currently utilizing a manual process for record-keeping
5.3.2 Recommendations
Recommendation #21: The Department should migrate the existing, manual record-keeping process for contracts and grants to a software application to increase the efficiency of business operations.
Section 5—Business Management and Executive Assistance page 90 CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 6—POLICE TECHNICAL SERVICES REVIEW
6.1 POLICE TECHNICAL SERVICES DIVISION
6.1.1 Unit Overview
The Police Technical Services Division is led by a civilian manager with the title of Police Technical Services Administrator (equivalent rank of Captain) who is a direct report to the Chief Body-lori caly ra porting 0 technicimin strator are i rich Supervisors and icond,.
Body-Worn Camera (BWC) Technician.
Supervisor. The Administrator performs oversight and operational responsibilities for three primary units:
Public Safety Dispatch
Records
• Property and Evidence
The Administrator focuses on a balance between Department and community needs when prioritizing the responsibilities of each unit. Customer service and operational efficiency are equally important.
The Public Safety Dispatch Unit provides push-to-talk, 9-1-1, and non-emergency phone service to internal and external customers. Additionally, the Department provides dispatch services for the City of Brisbane (population 4,497). Dispatchers are also call-takers, and they will make calls and provide research assistance to officers, answer all emergency and non-emergency calls for service for Department staff and Public Works, and assist the Records Unit with warrants and records updates.
The Records Unit processes subpoena and records requests, processes warrant logs and performs due diligence, provides customer service at the front counter, monitors and makes California Law Enforcement Telecommunications System (CLETS) entries, assists with numerous subpoenas duces tecum and citation processing, and more. The Records Unit Supervisor would like to streamline the records request process, digitize records processes and management, and update policies and procedures. The Unit is currently experiencing challenges related to retaining staff and is heavily reliant on per diem staff.
The Property and Evidence Unit Supervisor was hired during Citygate's analysis in September 2023. Citygate has reviewed the 2022 performance audit of the Property and Evidence operation, and has conducted interviews with staff, and concurs with the findings of the performance audit.
The Unit has an opportunity to perform a reorganization, tighten evidence-booking procedures, and enhance security to improve risk management and operational efficiency.
Section 6—Police Technical Services Review
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
6.2 PUBLIC SAFETY DISPATCH
The Dispatch Unit, also known as a Public Safety Answering Point (PSAP), provides communications for the Department as well as the City of Brisbane Police Department. The Unit is authorized 2 FTE Supervisors and 14 FTE Dispatcher I/II positions. Dispatchers are also call- takers and are cross-trained in both positions. During Citygate's analysis, the Unit was staffed with 9 dispatchers. Supervisors fill in as needed due to a 20 percent retention rate.
There is no Dispatch Supervisor currently assigned to night shifts, leaving an opportunity for leadership improvement.
The need for supervision and leadership is unquestionable. The Association of Public-Safety Communications Officials' (APCO) Staffing and Retention in Public Safety Communications Centers Effective Practices Guide (2005), under Effective Practices: Communications, says: "Communications Center performance was the #1 predictor of employee satisfaction. Employee ratings of center performance... were the strongest predictor of overall employee satisfaction... The characteristics of effective supervision and management include regular recognition of employees' good work, "decision processes are fair, 'interactions with supervisor and upper management are positive,' and 'shows interest in creating good working conditions."" All of these best practices are absent without supervision.
The Department's shortage of dispatchers results in pressure on the allotted overtime budget.
According to Department finance records, the annual overtime budget has been overspent each year between 2020 and 2023, as shown in the following table.
Section 6—Police Technical Services Review page 92
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 16—Dispatch Overtime Spending (2020-2023)
Fiscal Element 2020-2021 2021-2022 2022-2023
Budgeted Overtime $245,504 $250,414 $257,926
Cumulative Overtime $291,565 $343,362 $426,899
Amount Over Budget $46,061 $92,948 $168,973
Some contributing factors to short-staffing include mandatory overtime, the evolving mindset of many Gen Z applicants, compensation, and career development. During a recent hiring process for dispatchers in 2022, the Department retained only one in five trainees—a 20 percent retention rate.
In 2023, Dispatch staff compiled a salary survey of surrounding departments and found that top- step compensation was not as competitive as expected. The results of the survey are reflected in the following table.
Table 17—Regional PDs: Dispatch Salary "Top Step" Comparison (2023) Top Step with Night
Agency Top Step Incentive Differential
Incentive
Mountain View PD $64.33 Dispatcher III $20k for BA/MA
Los Altos PD $62.56
Redwood City PD $59.32
San Bruno PD $58.16
Foster City PD $57.78
Colma PD $55.49
Hillsborough PD $55.20
Fremont PD $54.94
San Mateo PD $53.99
San Mateo County $53.44 "Relief" Dispatcher $56.10
South San Francisco PD $51.75 2.5% AA, 1% POST Cert, $54.34 5% BA & POST Cert
Section 6—Police Technical Services Review Page 93 CIGATE City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
6.2.1 Recruitment and Retention
Based on Citygate's experience, conversations with Department staff, review of the International Association of Chiefs of Police (IACP) 2019 article The State of Recruitment: A Crisis for Law Enforcement, and analysis of the APCO Staffing and Retention in Public Safety Answering Points (PSAPs): A Supplemental Study report from George Mason University in 2018, there are several areas which contribute to fewer applicants and reduced retention of new hires. These contributing factors include:
Generational differences (concerns with work-life balance and a desire for less forced overtime
The public image of law enforcement (scrutiny of the police and media coverage contributed to a negative view of police among many young people Hiring process challenges (the IACP recruitment survey noted that 47.5 percent of agencies reported a hiring process that lasted from four months to over a year).
During Citygate's organizational analysis, Citygate reached out to APCO to use their Project RETAINS web interface, which provides staffing recommendations based on the data field inputs.
Although no specific APCO RETAINS recommendations are identified in this report, the inputs and questions asked of the user were incorporated into Citygate's analysis process.
Because APCO is an international organization, they have a deep bench in the areas of business acumen and communications experience. While PSAPs exist in various locations and sizes, they share many similar concerns. As with Police Officers, dispatchers are people too, and human characteristics change over time as cultures shift and evolve.
Some of APCO's findings include:
• 65.4 percent of all PSAPs report an increase in the number of dispatched calls in the previous years.
Supportive supervision, coworker support, and perceived recognition from the public merged as key factors to employee retention (proactive supervisors and inter- employee cooperation create a supportive environment for workers).
Coworker support is an important factor in reducing psychological distress among PSAP staff.
https://www.theiacp.org/sites/default/files/239416_IACP_RecruitmentBR_HR_O.pdf https://apconetforum.org/iweb/upload/StaffingandRetentionPSAPsSupplementalStudy.pdf 9 https://www.apcointl.org/services/staffing-retention/project-retains/ Section 6—Police Technical Services Review page 94
CITY.GAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Staffing pressures were an issue with PSAPs of varying sizes. Large PSAPs need help with retention, with over 38 percent reporting that their staffing levels have decreased. Small PSAPs are most likely to have met staffing levels for most of a year (40 percent), but they are least likely to specialize (tasks), meaning employees must focus on multiple tasks as part of their work instead of focusing on one job. • The study found an average retention rate of 71 percent, which is down from the 2009 rate of 81 percent retention, indicating the growing retention problem.
Leaders in the law enforcement profession understand the fatal loop that is created by low retention coupled with a high workload-leading to a situation where an agency is always searching for qualified applicants. Consideration should be given to a two-step solution:
Working with HR and Department leadership, create a workgroup charged with modifying the existing recruiting and retention processes (recruiting and retention must work together) and develop an implementation strategy with a timeline for accountability.
Review the proposed schedule as a guide to begin filling positions, seeking input along the way. This process is living and change along the way is expected
6.2.2 Capacity and Scheduling
During Citygate's organizational analysis, a Dispatch Supervisor asked for quantifiable metrics to determine whether 14 dispatchers was the right fit for the Unit, based on call volume, incidents, officer-initiated activity, and the requirements of Brisbane.
The following figure reflects the Department's current Dispatch schedule.
Table 18—Current Dispatch Unit Schedule
Tech. Services Administrator
Team 1 Dispatch Supervisor
0600-1800 0600-1800 0600-1800
Team 1
0600-1800 COMP 0600-1800 12000000
1800-0600 1800-0600 1800-0600 1200-0000 0200-0000
0600-1800 0600-1800 0600-1800
1800.0600 18000600 1800.0600 K1200-0000
0600-1800 0600-1800 0600-1800
1200-0000 Partal CoMP
1200.0000
Team 2 Dispatch Supervisor
12900 2000 [OT 0800 10 0600-1800 0800-1800 0600-1800
1000-1800
4200-0000 1800-0800 1800-0600 1806-0600
2200-0600
HOL -HOL HOL HOL HOL HOL HOL
[0800 20001 110800 1800 LOT 0800-10 0600-1800 CTO 0600-1800 CTO 0600 1800 CTO 1000-1800 CTO
E8SO:2000 [OT 0600 10 10600,1800 0600-1800 0800-1800
1000-1800
[DespDetai 1800-0600 1900-0600 1806-0600
[OT 1800-22
2200 0600
Section 6—Police Technical Services Review page 95
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The following table shows a proposed Dispatch schedule. With full staffing (not going over budget), the Dispatch Unit can be staffed "right-sized" to support the needs of the Department and community. This level of staffing would resolve retention issues while building more esprit de corps and enhancing employee wellness.
Table 19—Proposed Draft Dispatch Schedule
Current Draft Schedule
Current Schedule Week 1 Week 2
Sun Mon Tues Wed Thurs Fri Sat Sun Mon Tues Wed Thurs Fri Sat Team 1
Supervisor 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 8-hr 1200.0000 Disp 1 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0500-1800 8-hr Disp 2 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 8-hr Disp 3 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 8-hr Disp 4 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 8-hr Team 1 Sup Cov 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 8-hr Disp 5 P/T 1200-0000 1200-0000 1200-0000 | 1200.0000
Total AM 3 + Sup Cov 3 + Sup Cov 3 + Sup Cov 3+ Sup Cov 3 + Sup Cov 3 + Sup Cov Total PM 2.5 2.5
Team 2
Supervisor 8-hr 1000-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 Disp 6 8-hr 2200-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 Disp 7 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 Disp 8 8-hr 1000-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 Team 2 Sup Cov 0800-2000 8-hr1000-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 Disp 9 8-hr 2200-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 Total AM 3 + Sup Cov 2+ Sup Cov 2+ Sup 2 + Sup 2 + Sup 2 + Sup Total PM 22+ Sup 3
Proposed Draft Schedule
Proposed Schedule Week 1 Week 2
Sun Mon Tues Wed Thurs Fri Sat Sun Mon Tues Wed Thurs Fri Sat Team 1 AM
Supervisor 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 8-hr 1000-1800 Disp 1 0600-1800 | 0600-1800 0600-1800 8-hr 1000-1800 0600-1800 0600-1800 0600-1800 Disp 2 0600-1800 0600-1800 0600-1800 0600-1800 8-hr 1000-1800 0600-1800 0600-1800 Disp 3 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 8-hr 1000-1800 0600-1800 Team 2 Cover AM
Disp 4 8-hr 0600-1400 0600-1800 0600-1800 10600-1800 0600-1800 0600-1800 0600-1800 Disp 5 0600-1800 8-hr 0600-1400 0600-1800 0600-1800 0600-1800 0600-1800 0600-1800 Disp 6 0600-1800 0600-1800 8-hr 0600-1400 0600-1800 0600-1800 0600-1800 0600-1800 Disp 7 0500-1800 0600-1800 0600-1800 8.hr 0600-1400 0600-1800 0600-1800 0500-1800 Đisp R/I
Total AN 3+ 1 Sup 3+ 1 Sup 3+ 1 Sup 3 + 1 Lead 3 + 1 Lead 3 + 1 Lead 3 + 1 Lead 3+ 1 Sup 3+ 1 Sup 3+1 Sup 3+1 Sup 3 + Lead 3+ Lead 3 + Lead otal PN
Team 3 PM
Supervisor 1800-0600 1800-0600 1800-0600 8-hr 2200-0600 1800-0600 1800-0600 1800-0600 Disp 8 1800-0500 1800-0600 1800-0600 1800-0600 8-hr 2200-0600 1800-0600 1800-0600 Disp 9 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 8-hr 2200-0600 1800-0600 Disp 10 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 8-hr 2200-0600 Team 4 Cover PM
Disp 11 1800-0600 1800-0600 1800-0600 8-hr 1800-0200 1800-0600 1800-0600 1800-0600 Disp 12 1800-0600 1800-0600 8-hr 1800-0200 1800-0600 1800-0600 1800-0600 1800-0600 Disp 13 1800-0600 8-hr 1800-0200 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 Disp 14 8-hr 1800-0200 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 1800-0600 Team 2 Sup Cov
Total AM
Total PM 3+ 1 Sup 3+1 Sup 3+1 Sup 3+1 Lead 3+ 1 Lead 3+ 1 Lead 3+ 1 Lead 3+ 1 Sup 3+ 1 Sup 3+ 1 Sup 3+1 Sup 3+ Lead 3 + Lead 3 + Lead Section 6—Police Technical Services Review page 96
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department
6.2.3 Workload and Performance
To quantify how many dispatchers and call-takers are needed to "right-size" the Communications Center (PSAP), the following empirical and anecdotal data points were considered. • Number of annual inbound calls
Number of annual outbound calls
• Current average call duration
911 answer times (percentage)
• Number of total annual calls (911 and non-emergency)
• Ancillary tasks during a shift
• Review of staff leave reports
• PSAP work schedules
• Interviews with staff
Because a PSAP operates 24/7/365, and shift durations vary from 5/8, 4/10, 3/12, and combinations thereof, the analysis refers to hours worked/available instead of "days" available.
The average dispatcher used 30-days of leave annually (240 hours:
2080 - 240 = 1840 available hours annually.
It is understood that there is no state or federal requirement or standard for the number of Dispatchers needed per capita; rather, leaders look to "right-size" a PSAP to ensure good customer service (internally and externally) can exist. The Department is budgeted for 14 FTE dispatchers and is currently staffed with nine. Dispatchers are assigned call-taker duties at the start of their shifts. The existing dispatch schedule operates with a 3/12 model-three days on, four days off, with an eight-hour shift on alternate weeks:
3/12 x 3 = 36 hours x 2 weeks = 72 + 8 hours = 80 hours every two weeks.
The schedule is split into two teams: Team 1 and Team 2:
Team 1 has one Supervisor, Team 1 Supervisor cover, four dispatchers, and one per diem staff working shifts 0600-1800, 1800-0600, and 1200-0000 (per diem).
Team 2 has one supervisor, Team 2 Supervisor cover, and four dispatchers working shifts 0800-2000, 0600-1800, 2200-0600, and 1800-0600.
Section 6—Police Technical Services Review page 97 CITY GATE City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The National Emergency Number Association (NENA) standard for answering 9-1-1 calls is for 95 percent of calls to be answered within 20 seconds. The current Dispatch staff accomplishes this standard. According to the Department's 2023 data:
Average call duration: 92 seconds
Total inbound 9-1-1 calls: 26,584
Total inbound non-emergency calls: 104,952
Total outbound calls: 37,806
• Total number of calls: 173,507
Adjusting these annual figures provides an understanding of the daily call volume in Dispatch:
73 inbound 9-1-1 calls per day
288 inbound non-emergency calls per day
104 outbound calls per day
= 465 calls per day in and out of Dispatch
With an understanding of daily call volume, Citygate returned to the average call duration measure:
465 daily calls
92 seconds each
=42,780 seconds
42,780 seconds
= 60 minutes
= 713 minutes average daily time spent on calls
713 minutes
24 hours per day
= 30 calls per hour (1 call every 2 minutes)
According to the Microsoft Power BI analytics for all unit classes in 2023—Community Services, Patrol, Mutual Aid, Police Services (parking, detectives, special assignments) —15,000, or 56.9 percent, of distinct incidents were officer initiated, followed by 8,000 incidents (31.1 percent) from Section 6—Police Technical Services Review page 98
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department telephone, 2,000 (9.76 percent) wireless 9-1-1, and less than 1,000 (1.93 percent) from E9-1-1. A total of 25,565 distinct incidents took place annually (70 daily incidents, or 2.9 incidents per hour).
The following table shows PSAP data for 2023.
Table 20—PSAP Data (2023)
Call Summary Report Date: 01/16/2024 09:33:58
San Mateo PD Report Date From: 01/01/2023
200 Franklin Parkway Report Date To: 1231/2023
San Mateo, CA 944U3 County: San Mateo Period Group: Montli Days Of Week: All
Year. 2023 Call Type: All
Agency Affiliation Police Abandoned Filters: Include Abandoned PSAP Size Extra Large NSI Filters: NSI Included in 911
Totals
Agency Affiliation: All
PSAP Size: All
January February September October November December
2023 2023 March 2023 April 2023 May 2023 June 2023 July 2023 August 2023 2023 2023 2023 2023 Total Inbound 2,004 2,063 2,474 2,132 2,433 2,338 2,374 2,161 2,236 2,161 2,099 2,109 26,584 Abandoned 292 307 319 263 337 298 279 257 241 241 231 215 3,280 Abandoned Abandoned% 12.72% 12,95% 11.42% 10.98% 12.17% 11.31% 10.52% 10.63% 9.73% 10.03% 9.91% 9.25% 10.98% Unparsed
Total 2,296 2,370 2,793 2,395 2,770 2,636 2,653 2,418 2,477 2,402 2,330 2,324 29,864 Inbound
- Abandoned
Outbound
Unpared
Total
Inbound 7,756 7,271 8,952 8.414 9,219 9.008 9.736 9,076 9,361 9,557 8,341 8.261 104.952 50 54 54 74 65 68 112 76 72 56 50 788
Outbound 2,754 2,887 3,493 3,051 3,400 3,287 3,429 3,135 2,947 3.110 3,238 3,065 37,806 в проносо
97 0 97
Total 10,657 10,212 12.499 11.532 12,693 12,360 13,233 12,323 12,384 12,739 11.635 11,376 143 643 Avg Call Duration 84.8 86.0 90.2 92.9 95.4 95.8 94.3 94.4 93.4 93.3 90.2 93.9 92.2 Total 12.953 12.582 15,292 13.927 15,463 14,996 15,886 14.741 14.861 15,141 13.965 13.700 173.507 The average call duration appears to be constant at 1:32 minutes, with the 9-1-1 call volume steady at slightly over 2,300 calls per month. [Note: this report only shows the data being collected; a review with the CAD/RMS vendor should yield a more detailed report.]
6.2.4 Other (Anecdotal) Considerations
Additional considerations that impact the workload for both call-takers and dispatchers include:
Officer radio traffic (push-to-talk, self-initiated, etc.) • Critical incidents requiring response from multiple officers • Ancillary responsibilities such as report processing, backgrounds, and internal radio and call traffic
Section 6—Police Technical Services Review page 99
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Brisbane traffic
The shifting volume of calls during the time of week/day Budgetary considerations (e.g., is it more cost-effective to pay overtime versus filling vacancies)
• Staffing levels, and the impact of fatigue and compensation on retention.
Given the call volume of 465 calls daily, 70 distinct incidents via radio and MDC traffic, and anecdotal considerations of 545 human interactions daily (or 23 interactions per hour), it is Citygate's recommendation that every effort be made to recruit and staff the full authorized complement of 14 Dispatcher I/II FTEs for the City's PSAP.
6.3 RECORDS
Since 2021, the Records Unit has been led by a Supervisor who has a thorough technological knowledge of the Unit. According to the budget, staff interviews, and document review, Records Unit staff are busy with numerous tasks-including processing subpoenas and records requests, warrant logs and due diligence, interactions with front counter customers with walk-in questions, subpoena duces tecum, citation processing, and more. The Supervisor has a desire to streamline workflow processes to improve operational efficiency and customer service. Several policies and procedures enhancing the digital processes and updates to workflows are of great interest.
The Records Unit schedule consists of five Police Records Specialists working three shifts:
Day Shift - 0630-1430 (2) | Relief Shift - 0900-1700 (1) | Swing Shift - 1300-2100 (2) Lobby hours are Monday through Friday from 8:00 am to 5:00 pm. The Unit makes use of per diem help, with two per diem personnel working two to three days per week to help with projects and clearing DOJ/NIBRS kickback errors.
6.3.1 Workload and Capacity
The Unit spends a lot of time on NIBRS entries, edits, and corrections. Another task that requires considerable time is responding to California Public Records Act (CPRA) requests. In February 2024, the Unit logged over 400 inquiries. With changes from the California legislature over the past 10 years, this is commonplace in law enforcement agencies throughout the state. Many agencies have dedicated 1-2 staff to process their CPRAs.
In 2023, the Unit processed 7,438 cases, which averages to 30 cases processed daily based on 250 annual working days. The Department has an opportunity in the Records Unit to make use of a common leadership phrase: "What gets counted gets measured." Tracking the number of citations, customers at the counter, and reports processed helps to determine staffing levels.
Section 6—Police Technical Services Review page 100
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The Unit utilizes the RIMS records management system. The technology is available to digitize most operational workflows. The Supervisor uses InTime for scheduling. In these ways, it is clear to Citygate that the Records Unit is making meaningful use of technology.
6.3.2 Staffing and Job Specifications
However, the Unit also suffers from a high rate of turnover. The constant training of new technicians creates a need for more business acumen and corporate experience. The Supervisor fills in to assist staff in completing their responsibilities; answers to the Administrator; and tries to stay current with schedules, staffing, and personnel issues. Both the Supervisor and the Records Unit would benefit from reviewing the Senior Police Records Specialist job specification, identifying how the position could assist with leadership, and delegating some tasks that impede the Supervisor's ability to lead Unit staff. The current Specialist has been with the Department for 40 years and is considering retiring in 2024. A second Senior Police Records Specialist works the Court Liaison program and is effectively managing subpoenas.
According to HR, the Senior Police Records Specialist job specification was last updated on June 21, 2021. By definition, the Senior Police Records Specialist is to assume responsibility for the planning and supervision of the activities of the Records Unit on an assigned shift. Additionally, the position should provide technical support for various significant support functions and provide administrative and staff assistance to the Records Supervisor. If the Supervisor could receive this type of support, productivity would increase and, in tandem with the resulting improvement to customer service, propel the Records Unit forward. Offloading some responsibilities from the Supervisor to a Specialist would allow the Supervisor more time for leadership and mentoring along with planning the future of the Unit. Additionally, this position would provide promotional opportunities to existing staff. The existing Records Specialist I/II positions would benefit from the leadership and mentoring of both the Supervisor and Senior Police Records Specialist.
6.4 PROPERTY AND EVIDENCE
Citygate reviewed the Property and Evidence
facility, interviewed staff, and reviewed the
Performance Audit of the Property and Evidence
Operation of the Department (2022). The current
Property and Evidence Supervisor came to the
Department in September 2023 with extensive
experience working at the San Mateo County Crime
Section 6—Police Technical Services Review page 101
CITYGAT GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Lab. Staff use Property-RIMS software'° to manage property. The current staffing model includes one Supervisor and two Property and Evidence Specialists (one full time, one part time). This model does not account for adequate staffing of the Unit to intake and process receipt and storage of evidence, ensure safekeeping, perform required audits, pull evidence for destruction, and other related tasks of a properly functioning unit.
The Unit is responsible to ensure the proper evidence items are correctly tracked and monitored for court exhibits, discovery, and the viewing of evidence by prosecution and defense representatives. POST also notes in part that proper management, adequate budget, and initial and ongoing training will enhance the efficiency and knowledge of Property and Evidence personnel.
Additionally, a well-organized storage facility and property/evidence cataloging system with well- designed policies and procedures will enhance success and facilitate the effective operation of the Unit.
The Supervisor noted that a money, drugs, and guns audit was in process. There is an opportunity to benefit from a reorganization of the Unit, which could help it to operate more efficiently and reduce errors. One example is the sole use of Property-RIMS for tracking: the software represents a single point of failure. A second system/process would be beneficial to track items already booked. The solution to this could possibly include saving property logs to a network drive on a weekly basis.
Additionally, the Unit would benefit from an ongoing purging program. The results would provide sufficient space for existing items while also making space for new items. Citygate and the Supervisor both agree with the 2022 audit recommendations to better equip the Unit with an intrusion alarm system and video camera coverage of the Unit-especially the main property room, narcotics, administrative office, and temporary lockers located inside.
Citygate commends the current Property and Evidence Supervisor for the desire and actions taken to increase the operational efficiency and security of the Unit.
6.5 FINDINGS AND RECOMMENDATIONS
6.5.1 Findings
Finding #29: The Property and Evidence Unit is short-staffed, which creates a continual backlog of booking, processing, and purging property. The Unit needs security upgrades including an intrusion alarm system and video camera coverage of the entrance, exit, and storage areas.
10https://sunridgesystems.com/proproom-evidence-and-property-management/ Section 6—Police Technical Services Review page 102
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Finding #30: Under the current staffing model, there is insufficient staff to perform all of the responsibilities of the Property and Evidence Unit.
6.5.2 Recommendations
Recommendation #22: Consideration should be given to the IACP innovations in recruitment, which includes reaching out to secondary schools and colleges (such as the College of San Mateo) where officers can bond with students and intern opportunities exist for students of Criminal Justice programs.
Hiring incentives also attract applicants. Citygate applauds the City for offering a $15,000 lateral incentive for dispatchers. Other incentives include partnering with colleges and universities to allow dispatchers and officers to trade their training hours for credits toward a degree.
Recommendation #23: The Department should consider adding overnight supervision with a Dispatch Supervisor or Lead Dispatcher position to provide leadership and risk management.
Recommendation #24: The Records Unit and its Supervisor would benefit from reviewing the Senior Police Records Specialist job specification, identifying how the position could assist with leadership, and delegating some tasks that impede the Supervisor's ability to lead Unit staff to that position.
Recommendation #25: The Department would benefit from a focus on staffing the Records Unit with a fully qualified Senior Police Records Specialist to better assist the Supervisor while also assisting with the mentoring and leadership of Records Unit staff. Additional consideration should be given to making a permanent position to process CPRAs, which could be phased in over time.
Recommendation #26: The Department would greatly benefit from implementing the recommendations in the 2022 audit as well as budgeting for a Property and Evidence staffing model that includes 1 Supervisor, 2 full-time Specialists, and 1 part-time staff member that can assist with scheduled and unscheduled leave and periodic audits.
Recommendation #27: Citygate provided the Department with the CA POST Evidence and Property Function Agency Self-Evaluation (revised February 2022) and recommends the Supervisor and staff review it on an annual basis. With the sensitive nature of evidence, the importance of maintaining strict control is imperative for proper risk management. [Note: Prior to the completion of this report, the Department had already implemented this Section 6—Police Technical Services Review Page 103 CITY GATE City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department recommendation with a per diem position dedicated to a purging program.]
Recommendation #28: The Property and Evidence Unit should develop an ongoing purging program. Such a program would provide sufficient space for existing items while also making space for new items. Additionally, provide the Unit Supervisor the ability to utilize per diem staff on an annual basis to maintain the purging program.
Recommendation #29: Consideration should be given to converting the part-time Property and Evidence Specialist to a full-time position.
Section 6—Police Technical Services Review page 104
CITYGAȚ E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 7—PROFESSIONAL STANDARDS REVIEW
7.1 PROFESSIONAL STANDARDS / INTERNAL AFFAIRS
The Professional Standards Unit was not present on the Department's organizational chart as of July 2023. Internal Affairs (IA) consists of a retired annuitant (RA) who retired at the Lieutenant rank and reports to one of two Services Lieutenants. The Services Lieutenant reviews initial complaints and assigns them as appropriate. At the end of this section, Citygate offers a proposed change to the Department's organizational chart to better align duties and responsibilities within the Division and units.
7.1.1 Professional Standards Lieutenant
The Lieutenant leading this portion of the Services Division is also responsible for the following:
Recruiting/Academy and Backgrounds
Media Relations
Training/POST Compliance
Community Relations
Administrative Technician for payroll
The Professional Standards Lieutenant is tasked with many other responsibilities, not limited to and including the following (and other duties as assigned):
Supervising a subordinate Sergeant for Recruitment and Backgrounds and an officer for Training and POST Compliance
Overseeing the payroll Technician
Reviewing policies, procedures, investigations, and other sensitive documents Hiring panels
Responding to information requests from internal and external stakeholders Ensuring continuity between the Sergeant and officer
Updating the Department's Training Plan
Emergency Vehicle Operations Course (EVOC)
• Defensive Tactics, principled policing, and First Aid/CPR training and Pursuit committees (requiring planning and research)
Section 7—Professional Standards Review page 105
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department • Ensuring Firearms Committee work is completed
Range management
• Force response review
Updating Lexipol policies (gathering documents for review and sending them to the City Attorney for review and analysis
Meeting with other groups and ensuring continuity and operational efficiency • CPRAs for training, reporting, and court and civil hearings • Coordination of staff and own responsibilities
• Quarterly safety meetings and follow-up
Reviewing and analyzing IA reports and preparing annual IA reports Performing exit interviews and paperwork processing
• Reviewing and approving all invoices under $10,000
• PIO duties with the Sergeant
Overseeing community relations / social media
• Honor Guard ceremonies
• Recruiting and Regular Basic Course (RBC) academy events Personnel issues and inspections.
7.1.2 Internal Affairs Workload and Case Management
With most law enforcement agencies in 2024, most professional and sworn staff are "spread thin," as some City staff confirmed with Citygate. This occurs due to new, unfunded legislative mandates from the legislature and decreased agency budgets. Additionally, local governments increase the responsibilities to be managed by local law enforcement agencies to enhance customer service and collaboration with the community (as well as additional responsibilities with applicable staffing).
Citygate sees an opportunity to enhance the Department's risk management and increase efficiency by reducing the workloads of the existing Sergeant and officer by considering the assignment of duties and responsibilities of the RA from part-time to one FTE Sergeant position. In recent years, the news has published stories about jurisdictions being sued civilly for the actions of officers. The fiscal impact of this change would be minimal because the City has already funded the RA position.
Section 7—Professional Standards Review page 106
CHLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Additionally, Patrol Sergeants are first to examine a claim against one of their Patrol Officers regarding a complaint. Generally, complaints should be handled at the lowest level through counseling. However, if the Patrol Sergeant concludes that an investigation is warranted, then the Patrol Sergeant must take the time to review BWC footage, go out to the community to conduct interviews, and spend time in the office to write the investigation privately. All of these activities take the Patrol Sergeant off the street and away from the necessary leadership, mentoring, and career development of the Patrol officers. Thus, Citygate sees an opportunity to support the addition of an IA Sergeant position.
The Department tracks IA cases and case management manually. There is an opportunity for the Department to improve risk management, leadership, and behavior correction by making use of IA tracking software such as IRPro and the BlueTeam module-monitoring for corrective behavior with an early warning system. Software applications like IAPro provide a standardized process for the investigating and subject officers. A software application like BlueTeam has the ability to provide detailed tracking of uses-of-force, pursuits, firearm discharges, complaints, and more.
As shown in the following figures, the City contracts with ArcGIS to collect and provide data that is displayed on a public-facing dashboard. The ArcGIS website" provides the public with IA transparency by illustrating the number of complaints, dates/times, and dispositions. Citygate commends the Department's efforts to ensure public transparency.
Figure 47—Internal Affairs Data (2023)
Internal Investigations Select a year
Internal Investigations - Jan 2020 to Mar 2024 Complaints: 5 Month/Year: 2/16/2023, 4:00 PM Total Calls: 65,380 Arrests: 2,125 Disposition: Four Violations: ALL SUSTAINED
Shootings: 0 Force Response: 92
Month/Year: 9/11/2023,5:00 PM
Source: Internal Source of Complaint
Complaints made by community members and/or police staff Month/Year: 10/2/2023,5:00 PM
Source: Internal
Disposition: in Procese
< Month/Year: 11/28/2023,4:00 PM.
Source: Internal
Disposition: 4 Violations: All Sustained
Month Near 12/14/7023 4:00 PM
Cainear store;
Disposition: in Progress
Insernal 100%
https://experience.arogis.com/experience/108de11f8d2a48429341adf232606272/page/Dashboards/? views=Officer -Initiated-Calls
Section 7—Professional Standards Review
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Figure 48—Internal Affairs Data (2022)
Internal Investigations Select a year None 2020 2021 2023 2024 Internal Investigations - Jan 2020 to Mar 2024 Complaints: 4 Total Calls: 63,401 Arrests: 2,245
Disposition: 4 Violations: Not Sustained
Shootings: 0 Force Response: 115
Month/Year: 4/11/2022,5:00 PM
Source: interna
Source of Complaint
Disposition: 7 Violations: #s 1, 2, 3: Exonerated; its 4, 5, 6, 7. Unfaunded Complaints made by community members and or police staff Source: intornai
Disposition: 3 Violations: 1 Unlounded, 2 Sustained
< Month/Year: 12/20/2022,4:00 PM
Source: Community Member
Disposition. In trocess Community
Member 25%
Figure 49—Internal Affairs Data (2021)
Internal Investigations Select a year 2020 2022 2023 2024 Internal Investigations - Jan 2020 to Mar 2024 Complaints: 6 source: Internal Total Calls: 59,007 Arrests: 2,252
Shootings: 0 Force Response: 78
Month/Year: 3/1/2021,12:00 AM
Source: Internal Source of Complaint
Disposition: Une Violation: NOT SUS/AINED
Complaints made by community members andior police staft Month/Year: 5/1/2021, 12:00 AM
Source: Internal
Disposition: One volation. SUS ANE
Month/Year: 5/25/2021, 1:00 AM
Disposition: One Violation: SUSTAINED
Month/Year: 7/22/2021,1:00 AM
Source: Internal
Disposition: Violation #T: Unfounded Violation #2: Unfounded.
Month/Year: 11/16/2021, 12:00 AM
Source: Internal
Disposition: 7 Violations: Sustained; empioyee dismissed
7.2 TRAINING
The Training Unit is led by the Services Lieutenant, with day-to-day operations performed by the Training Sergeant and Training Officer. Training Unit staff manage numerous responsibilities, including the hiring of new officers and dispatchers, initial and ongoing training processes, and Section 7—Professional Standards Review page 108
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department annual in-service (aka Advanced Officer Training) and Perishable Skills Program (PSP) 2 training to meet POST requirements. The Unit also coordinates internal training by developing and reviewing course curricula, evaluating instructors to ensure they are qualified for the subject, and processing course rosters to ensure attendees receive credit for successful completion of the course and the course appears on the attendees' POST EDI profile.
7.2.1 Training Officer
The Training Officer has no permanent support staff but can receive assistance from a finance or administrative assistant. Some daily responsibilities include:
• Collecting receipts and matching them with finance and Workday software • Working with three different City systems—Workday, METR, and the Finance Department system, InTime
• Booking travel (flights and hotels)
• Tracking course completion
Managing certificates
• Facilitating training and reviewing course materials to ensure POST compliance • Shepherding new hires through the facility
• Issuing equipment
Managing attendance and coordinating makeup training.
Citygate learned that the Training Officer faces challenges completing tasks and spends an inordinate amount of time on clerical duties that detract from the ability to manage the necessary course development and safety protocols required for good risk management. The Training Officer's primary responsibilities are obscured by clerical duties such as making PDF attachments, data entry, maneuvering the three data systems, and the Police Training Hours (PTHRS) system tracking 78 hours of unaccounted-for time that requires constant attention.
The Unit is also responsible for reimbursement of training expenses when an officer or dispatcher attends a POST-approved course at an offsite location. There is an additional responsibility to track the POST-reimbursable training to ensure the Department has been reimbursed a portion of the training expense by POST. The Training Officer is also called the POST Compliance Officer, with the responsibility to ensure necessary POST courses are properly certified, and that Department officers and dispatchers complete the required 24 hours of training in 24 months. Due to the 12https://post.ca.gov/perishable-skills-program
Section 7—Professional Standards Review page 109
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department working relationship with South Bay Regional Public Safety Training Academy, '3 some of the course curricula review, course coordination, and roster processing is removed from the Training Officer's daily responsibilities.
In light of the implementation of California SB 2 (effective January 2023), the tracking of training is critical to ensure good risk management and guarantee staffing—POST can suspend an officer's license if minimum training standards are not being maintained and the officer has a sustained finding in one of the nine Serious Misconduct categories as defined by POST. 14 The Training Officer uses METR'S to track all training and ensure Department and POST compliance. METR software provides the ability to track inventory issue, training, equipment and needed re-qualifications, the use of QR Codes to quickly track course attendance, evaluate instructors, disseminate training videos and policy reviews, and more. In 2024, all training records should be maintained in digital form.
7.3 COMMUNITY RELATIONS
The Media Unit provides public information and utilizes social media to engage the community.
The Unit also designs graphics for the Department's image, attends public events, participates in PAL, and more. The Unit reports to the Training and Backgrounds Sergeant.
The Unit consists of two full-time staff—
a sworn Media Relations Officer and a
Communications and Publications
Analyst (professional staff) who work
together to provide all external messaging
from the Department to the City and the
County. The Officer position rotates every
San Mateo Police Department • two to three years. The Communications @ rotow Q search
and Publications Analyst has 23 years
with the Department and is well-versed in
Poste store
tact and diplomacy when providing
contact Sit Dostch (5501522-7700 te une 991
San Mateo Police Deartment •
37-41
© Page: Governmane organization Robbery Suspect Artested information to the community. The @ 200 Franklin Piery, San Matoo, CA. United Stated, Celiforni located at 1601 Carote Point Drive Analyst also trains the officer position +1650-522-7710
Officers arrived on scene and found the victim that was chased. The victim told polic whãe he was walking, a male suspect aporoached him and deeinded his cell phone. The @ [email protected] suspect had a pistol in the waistband of his pants. The victim was a.. See more when rotations occur.
13https://theacademy.ca.gov/
1https://post.ca.gov/Decertification
15 https://leftasystems.org/products/managing-employee-training-records/ Section 7—Professional Standards Review page 110
CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Community Relations includes all community engagement and the neighborhood watch program, PIO backup, all responses concerning police-related incidents, City events involving the Department, social media, and other related events such as the POA Crab Feed. The Unit manages notifying those attending events of active incidents involving road closures and similar communications.
The Unit also facilitates the presentation of San Mateo Police Department 4,295 posts
an 11-week Community Police Academy
program, works on campaigns like call
appreciation week, augments traffic
enforcement engagement with safety tips
via social media, and manages press SAN MATEO
releases using photos submitted by officers.
12 members of the Department serve as a ... Follow
Media Intelligence Team and provide
content to the Unit. The Chief likes to have San Mateo Police Department O @SanMateoPD
posts made in real time, so the Unit is busy
City of San Mateo Police Department - Community Alerts & Updates - NOT for scripting and editing videos, scripting media reporting crimes or emergencies. To contact us directly: (650)522-7700 or via 911. © San Mateo, CA - SF Bay Area @ cityofsanmateo.org/index.aspx?nid. posts, and assisting with any crisis • Joined January 2010 communications (COVID-19, floods, etc.). 167 Following 20.7K Followers Not followed by anyone you're following
The Unit is actively involved with
Posts Replies Media Likes
promoting public safety messaging and
positive events within the Department. One San Mateo Police Department @SanMateoPD - 3h Robbery suspect arrested. For details: local.nixle.com/alent/10887307) such program is Project Guardian, which
protects vulnerable people. It is a free,
SAN MATEO
SAN MATEO
voluntary database offered, managed, and POLICE DEPARTMENT maintained by the Department to provide
quick access to critical information about ARREST
registered persons in the event of an
emergency. A caregiver can register a PROTECT WITH HONOR
SERVE WITH PRIDE
person who is diagnosed with Alzheimer's
Disease, Autism Spectrum Disorder, or
developmental or intellectual diseases.
The Unit also gives presentations to seniors and other community groups, facilitates Officer visits to schools and similar venues, and acts as a tour guide of the Department for community groups.
With the Unit's responsibility to manage social media posts, messages, and alerts—including to Facebook, Instagram, the PAL and K9 pages on the Department's website, X (Twitter), LinkedIn, YouTube, Nextdoor, and Nixel—the Unit has amassed approximately 169,000 followers across various platforms.
Section 7—Professional Standards Review page 111
CHLYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The performance measures for Media Relations, as shown in the following table, reflect a continued, year-over-year increase in subscribers:
Table 21—Department Media Relations: Subscribers by Fiscal Year 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23
Subscribers 31,347 37,461 54,285 111,780 125,415 139,498 147,876 158,259 168,882 Due to the fact that the Communications and Publications Analyst does not receive overtime and works four days a week (Monday through Thursday), coupled with the scheduling of most events after normal working hours and on weekends, it would be helpful for this position to receive overtime, adjust the working hours to a swing shift, or augment the Media Relations Unit with another position. The Chief of Police has many good ideas and wants the Unit to be active. There is much pressure to "get it right." Citygate applauds the efforts of the Department to promote positive activities while informing the community of safety concerns.
7.4 VOLUNTEERS AND STUDENT INTERNS
The City has a volunteer program. Opportunities are posted on the City website and Galaxy Digital. 16 The Facility Coordinator in Support Services also coordinates volunteer recruiting and coordination in addition to facility repairs and maintenance. However, during the peak of the COVID-19 pandemic, most of the volunteers who were senior citizens had to suspend their assistance with Patrol and parking duties typically delegated to volunteers. There were also volunteers serving at the front counter, but the program has seen long-term staffing issues due to vacations and retirement living. Some volunteer chaplains are coordinated through the Services Captain.
While the Department does not have its own formal volunteer program, it does utilize City volunteers for the neighborhood watch program—with 20 neighborhood watch block captains.
The Unit both sends and receives information to assist neighborhoods with crime reduction. A nine-member board of directors holds meetings on alternate months to discuss new blocks that have signed up, promote a block captain recruiting meeting, and organize other community events for crime prevention.
The Department makes use of student interns. The Department contracts through a school in San Francisco for women from disadvantaged environments. There are also opportunities for high school students to use a program where interns can assist with specific skills in spreadsheets or writing. College students attending a criminal justice program can benefit from volunteering 1https://cityofsanmateo.galaxydigital.com/
Section 7—Professional Standards Review page 112
CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department during a semester to assist investigators, provide sex registrant files, or perform data entry (interns do not have direct contact with sex registrants). The Department greatly benefits from the assistance of student volunteers and interns. The student interns are well-vetted by Department staff to maintain high standards and security. Citygate learned that approximately 80 percent of student interns are paid during their time with the Department, while the other 20 percent volunteer their time.
7.5 BACKGROUNDS
One of four per diem Background Investigators performs background checks. Background Investigators generally work 20 hours weekly. The Department is modernizing the background check process by introducing eSOPH Background Software. Existing hardcopy backgrounds will be scanned into the eSOPH system for future ease of retrieval. Per diem personnel consist of two retired police Lieutenants and two retired police Sergeants.
Backgrounds are currently performed on all Department staff with varying degrees of depth.
California POST sets background standards for the hiring of officers and dispatchers. However, the Training and Backgrounds Sergeant informed Citygate that all staff have some level of background process prior to hiring—from a janitor or volunteer to a dispatcher or officer, they will minimally receive an interview, Livescan, and application.
Applicants take part in a hiring process that includes various points to ensure the right candidates progress. To ensure quality candidates proceed through the application process, several steps are in place to protect both the applicants and the Department.
Dispatcher and officer applicants will complete a 400-question form, then be called into Livescan, to create an in-depth profile, and then Background Investigators will follow-up. If positive, a conditional offer interview is made. Kaiser Hospital performs the medical exam, while the psychological exam is virtual and uses a CORE assessment. The same is true with polygraph examiners. Both have 24-hour turnaround time. If all steps of the process are passed by a candidate, the Chief of Police, hiring Captain, Training and Backgrounds Sergeant, and Investigators meet to review the candidate's file. If the determination is "positive" after a full review of all of documentation and background information, a job offer is made to the applicant. Hiring documents are managed in Dropbox to ease the transition with the applicant. The new employee fills out the packet and signs forms after Chief of Police makes the job offer. All these actions support City HR in making the process quicker and easier. The Training and Backgrounds Sergeant then begins to issue the officer's (or other position's) equipment.
In the past, some applicants received a Livescan, partial background process, and full process.
New, proposed processes for vetting applicants will involve tiers of backgrounds. The Department will be managing the process for police explorers, janitors, crime scene investigators, and professional staff, and is developing a policy to provide clarity. Additionally, the Training and Section 7—Professional Standards Review
page 113 CLLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Background Sergeant is developing an electronic desk manual to document activities and processes and provide clarity and case of transition for the next Training and Backgrounds Sergeant. All new applicants will be processed through SOPH. Citygate applauds the diligent efforts and forward-thinking leadership of the Training and Backgrounds Sergeant in making use of a digital background application like eSOPH and developing a desk manual for succession planning
7.6 FINDINGS AND RECOMMENDATIONS
7.6.1 Findings
Finding #31: Due to the ancillary responsibilities of the IA Unit, and in keeping with the contemporary leadership of a Professional Standards Unit, a per diem Sergeant does not provide the Department with an adequate level of risk management.
Finding #32: The Department tracks IA cases and case management manually, taking time from staff when research is required
Finding #33: The Training Officer / POST Compliance Officer is performing numerous duties that are outside the position's scope of work and which keep The Training Officer out of the classroom and unable to audit courses.
Finding #34: The existing METR software application potential is not being fully utilized, so quarterly reporting regarding training missed by personnel is absent from management team meetings.
Finding #35: The Communications and Publications Analyst is assigned to a weekday schedule, yet many events occur outside of regular business hours.
Finding #36: The Support Services Division has three primary functions (Investigations, IA/Training, and PAL/YSU), each of which have been tasked with numerous ancillary duties over the years, leading to an unclear, "clouded" mission for each.
7.6.2 Recommendations
Recommendation #30: With the difficulties facing law enforcement, coupled with the elevated risks associated with civil and criminal prosecutions, the Department should consider elevating the retired annuitant (part-time) position to full-time when the current investigator retires. During the past three years (2023, 2022, and 2021) respectively, only five, four, and six complaints were formally investigated. There are other demands on risk management, including internal and external complaints, compliance, Section 7—Professional Standards Review page 114
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department IA investigations, CPRAs, BWC, policy and procedure updates, claims, SB 2 POST license reporting, and more.
Recommendation #31: Consideration should be given to providing the Training Officer with a permanent clerical support position (Administrative Technician) to process rosters, travel reimbursements, receipt collection, certificate tracking, and other data entry tasks.
Recommendation #32: The Department should make productive use of METR's reporting capability and provide monthly or quarterly updates at management team meetings to track compliance with training requirements.
Recommendation #33: Consideration should be given to the schedule and workload of the Communications and Publications Analyst. Due to the nature of the position requiring working events on weekends and evenings on occasion, it would be helpful for this position to either receive overtime as an option, change the schedule to accommodate a swing shift, or add a support position to the Media Relations Unit.
Section 7—Professional Standards Review page 115
CITYGAT E
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City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department SECTION 8—SUMMARY of PersonneL PRIORITIES AND FINDINGS
AND RecOMMEndATIonS
8.1 PERsoNNEL RECOMMENDATIONS AND PRIORITIES
The following table compares the total number of FTE positions the Department is currently authorized and/or funded for with the current vacancy status and the total recommended net new positions identified and recommended by Citygate in this report.
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 117 CITY.GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Table 22—Position Summary: Master Staffing Index
San Mateo Full-Time Equivalent (FTE) Personnel
Position Recommended Net Vacancy or Total Recommended
Currently Filled Current Vacancy or Add/Delete by
Authorized/Funded Surplus After Authorized/Funded
Surplus (Authorized)
Citygate Recommendations
Chief of Police - - ° -
Captain
Lieutenant N
Sergeant 17 = 17
Police Officer 90 91 98
Abandoned Vehicle Abatement Officer (AVAO)
Administrative Assistant 1.75 0.25 1.25
Administrative Tech - - N
Business Manager
Communications and Public Relations Analyst
Community Service Officer - Senior
Community Service Officer (CSO)
Crime and Intelligence Analyst
Digital Forensic Specialist
Dispatch Supervisor
Dispatcher 1I
Evidence Analyst
Executive Assistant
Facilities Coordinator
Management Analyst VII
Police Technical Services Administrator
Police Records or Property Supervisor
Records Specialist - Senior
Records Specialist VIl
Senior Business Systems Analyst
Civilian Manager - PAL (new position)
Forensic Technician (new position)
TOTAL 155.75 20.75
page 118
CITI GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department The following table details Citygate's recommendations pertaining to the addition of FTE personnel including a funding priority level. The number of personnel per position is provided in parentheses.
Table 23—Summary of Personnel Recommendations and Funding Priority Source FTE Position Funding Funding
Rec. # Priority 1 Priority 2
1 Police Officers (Patrol) X (4)
2 Police Officers (Patrol) X (2)
8 Community Service Officer (Traffic) X (1)
9 Lieutenants (Patrol) X (2)
13 Administrative Assistant (Support Services) X (1)
Crime Scene Specialist (Investigations) X (1)
19 Civilian Manager Position (PAL) X (1)
20 School Resource Officer (YSU) X (2)
29 Property and Evidence Specialist (full-time) X (-5)
31 Administrative Technician (Training) X (1)
Total Recommended Personnel by Priority 5 10.5
Total Recommended Personnel 15.5
8.2 FINDINGS
The following is a comprehensive list of all findings contained within this report, organized by section.
Citygate's findings speak to defining elements of San Mateo's particular context and situation and provide a basis for Citygate's recommendations.
Field Operations Services
Finding #1: Patrol staffing has experienced many vacancies, forcing each team to be staffed with as few as 21 officers before any leave use is applied (29 authorized).
Finding #2: Minimum staffing is attained by hour, not by shift; this creates a complicated, rules-based staffing model that is very difficult to manage, especially when staffing is low.
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 119
CITYGAT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Finding #3: Operating shifts at minimum strength does not allow for organizational goals or directed service and significantly reduces proactive policing, especially during peak hours of the day when committed time and saturation is high.
Finding #4: The City does not currently have a uniformed unit that is dedicated to addressing identified problems or quality-of-life issues. To focus on specific needs related to community safety requires dedicated resources and flexible schedules, but the City's Patrol officers do not have the time to address these significant challenges impacting the community.
Finding #5: Using the ICMA Rule of 60 as it pertains to resource allocation, it is Citygate's experience that the average department assigns approximately 66 percent of its officers to Patrol. At full strength, San Mateo achieves the 60 percent goal, with 60 percent of its officers assigned to Patrol.
Finding #6: Watch 1 has a workload level requiring an increase in the minimum staffing level by 1 officer per team. According to the ICMA Rule of 60 as it pertains to workload efficiency, the average workload of Patrol officers should not exceed 60 percent.
Patrol officers in the City are committed 55 percent of the time on average.
However, when evaluating utilization averaged by hour within each day, officer utilization is negatively impacted between 7:00 am and 10:00 am and not meeting the ICMA guideline. Additionally, utilization stays elevated above 60 percent until 3:00 pm.
Finding #7: In the absence of a Watch 2 supervisor, the Watch 1 (day shift) supervisor may be responsible for supervising both shifts with a combined minimum staffing level of 9 officers (up to 13 officers if fully staffed).
Finding #8: Whether coinciding with a shift in policing priorities, the COVID-19 pandemic, or the scrutiny of the law enforcement profession nationally, the City has experienced a six-year 14 percent decline in total incidents requiring a Patrol response.
Finding #9: The current Patrol schedule does not factor time to perform ancillary duties, which are different than administrative tasks and must be performed while on-duty.
Additionally, the rotating 4/11 schedule does not overlap teams and requires making up 77 hours each year.
Finding #10: In the fractile analysis of Patrol response times, 9 times out of 10, it takes 1:00 minute or less of call-handling time to dispatch a police unit to a Priority 1 call, with the response time for the first-arriving unit being 13:30 minutes or less, 90 percent of the time.
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 120
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Finding #11: Unfilled positions due to injuries or vacancies have a significant impact on the Department's ability to properly deliver Patrol services. The Department cannot absorb these impacts as there are no reserve or buffer positions allocated to Patrol.
Finding #12: Community Service Officers (CSOs) play an invaluable supportive and cost- effective role in Patrol and in Traffic. However, their schedule is limited to specific hours/days and not data driven.
Finding #13: The Department allows for the approval of comp time use when it brings minimum staffing to no more than one officer below minimum. This can be challenging for scheduling purposes as it negatively impacts the Department's ability to deliver appropriate police services to the community and causes officer fatigue.
Finding #14: Each team has overlapping shifts except Watch 4 to Watch 1 at 6:30 am. Call analysis highlights this impact, which supports adjusting Watch times to ensure all shifts have an overlap when adequately staffed.
Finding #15: Watch 4 minimum staffing levels are insufficient for the size of the City. Workload analysis should not be the sole basis for deploying less than six officers during overnight hours.
Finding #16: The Downtown Unit is managed by a Lieutenant but does not have a dedicated supervisor as officers are assigned and deployed on Patrol shifts.
Finding #17: The two current Patrol Team Lieutenants do not have enough time to effectively manage administrative duties while supervising Patrol operations.
Finding #18: The Traffic Unit is supervised by two Sergeants, with many assignments that often extend beyond the regular duties of traffic safety.
Finding #19: Extending Traffic CSO resources throughout the week would improve response and reduce the impact of Traffic calls for service with the addition of 1 FTE Traffic CSO position. This would also reduce the workload on existing Traffic officers to perform proactive enforcement and education.
Finding #20: Multiple adjustments to minimum staffing levels since 2016 have represented an attempt to use data to inform and drive Patrol staffing decisions. However, the continuous change in minimum staffing is primarily driven by the lack of deployable officers in Patrol.
Finding #21: The policy allowing for the approval of compensatory time use when it brings minimum staffing to no more than one officer below minimum is unsustainable, Section 8-Summary of Personnel Priorities and Findings and Recommendations page 121
CHLY GATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department causing officer fatigue and negatively impacting the Department's ability to deliver appropriate police services to the community.
Support Services / Investigations
Finding #22: The Captain and Lieutenants are performing office administrative tasks and assignments related to Support Services / Investigations. Such administrative duties would be better aligned with a clerical support position.
Finding #23: Detectives tend to be promoted out of the Unit prior to their full rotation. Thus, the experience level of the detectives (with the exception of the Senior Detective) is low.
Finding #24: Due to workload capacity, the Detective Unit investigates few (if any) property crimes.
Finding #25: All 8 detectives, plus the 2 detective Sergeants, are assigned generally to Investigations. There are no specialized investigative units.
Finding #26: The CSO assigned to Investigations is often called out to process crime scenes and collect evidence and search warrants, a specialized skillset typically beyond that of a CSO.
Finding #27: Domesticating search warrants for allied police agencies seeking subscriber information from Life360 has a moderate to significant impact on the workload of the Investigations Unit.
Business Management
Finding #28: There is no repository for contracts and grants, and the Department is currently utilizing a manual process for record-keeping.
Police Technical Services
Finding #29: The Property and Evidence Unit is short-staffed, which creates a continual backlog of booking, processing, and purging property. The Unit needs security upgrades including an intrusion alarm system and video camera coverage of the entrance, exit, and storage areas.
Finding #30: Under the current staffing model, there is insufficient staff to perform all of the responsibilities of the Property and Evidence Unit.
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 122
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Professional Standards
Finding #31: Due to the ancillary responsibilities of the IA Unit, and in keeping with the contemporary leadership of a Professional Standards Unit, a per diem Sergeant does not provide the Department with an adequate level of risk management.
Finding #32: The Department tracks IA cases and case management manually, taking time from staff when research is required
Finding #33: The Training Officer / POST Compliance Officer is performing numerous duties that are outside the position's scope of work and which keep The Training Officer out of the classroom and unable to audit courses.
Finding #34: The existing METR software application potential is not being fully utilized, so quarterly reporting regarding training missed by personnel is absent from management team meetings.
Finding #35: The Communications and Publications Analyst is assigned to a weekday schedule, yet many events occur outside of regular business hours.
Finding #36: The Support Services Division has three primary functions (Investigations, IA/Training, and PAL/YSU), each of which have been tasked with numerous ancillary duties over the years, leading to an unclear, "clouded" mission for each.
8.3 RECOMMENDATIONS
The following is a comprehensive list of all recommendations contained within this report, organized by section. Throughout this assessment, Citygate's recommendations across six themes will serve the Department in its effort to achieve the following goals:
Update organizational structures to maximize effectiveness.
Improve public and officer safety through increased supervisory oversight.
Increase capacity in Patrol services, particularly during peak hours, to reduce response times and allow more time for officer-initiated proactive policing, community engagement, and investigative follow-up.
Increase training to ensure compliance with the latest regulations and standards for safe, fair policing.
5. Improve the type and volume of formal community engagement.
Section 8-Summary of Personnel Priorities and Findings and Recommendations page 123 CLTY.GAȚ E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Project future needs based on current capabilities, call volumes, trends, staffing levels, population growth, service level expectations, and demand for future expansion of service delivery and personnel.
Field Operations Services
Recommendation #1: Fully staff Patrol to its authorized complement of police officers (58).
Fund 4 new FTE officer positions to provide a buffer in Patrol (one additional officer for every two shifts), reduce the continuous impact of staffing shortages, and backfill for long-term injury and vacancies that reduce operational positions that are often funded using overtime.
Recommendation #2: Add 2 FTE officers to Patrol and assign one per each day shift on Team A and Team B to ensure Patrol officer committed time is no more than 60 percent and provide increased services during elevated daytime demand beginning at 7:00 am.
Recommendation #3: Secure ongoing funding for the recently added, grant-funded CSO.
Deploy with the existing 3 CSOs to Watch 1 and Watch 2 (on both teams). This would ensure Patrol officer committed time is no more than 60 percent and provide increased services during elevated daytime demand for service in the community.
Recommendation #4: Increase the minimum number of deployed Patrol staff on Watch 4 to no less than 6 Patrol officers from 2:00 am until the end of the shift once Patrol staffing positions are added.
Recommendation #5: Increase the minimum number of deployed Patrol staff at the start of Watch 1 to no less than 6 Patrol officers once Patrol staffing positions are added.
Recommendation #6: Restructure the Traffic Unit, utilizing 1 of the 2 current Traffic Sergeants to provide full management of supervisory responsibilities for the Unit.
Recommendation #7: Reallocate 1 of 2 Traffic Sergeant positions to a newly formalized and dedicated Downtown Unit / Problem-Oriented Policing team to address downtown response, quality-of-life issues, homelessness, business needs, events, and community engagement. Organize such programs and services under a newly formed Community Engagement Unit that could be supervised with the Traffic Sergeant's reallocation without the Section 8—Summary of Personnel Priorities and Findings and Recommendations page 124
CITYGATE
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department addition of a new FTE. A Community Engagement Unit would augment overall Patrol response by engaging businesses and neighborhoods directly and addressing problems that significantly impact the greater community.
Recommendation #8: Add 1 FTE CSO to Traffic and deploy with the existing Traffic CSO to extend weekly coverage and support to assist Motor Officers in more effectively performing traffic enforcement and collision investigations.
Recommendation #9: In light of the increased risk and liability in policing today, the Department should consider the future potential of adding 2 Lieutenants to Patrol and deploying Patrol Lieutenants as Watch Commanders to ensure greater management oversight and further balance Lieutenant workload
Recommendation #10: Evaluate the current, rotating 4/11 shift schedule in partnership with affected labor groups to determine whether an alternative, compressed work schedule could provide evidence-based benefits to the Department and community and also address training issues, ancillary assignment challenges, officer fatigue, and overtime use.
Recommendation #11: The Department should manage minimum staffing by shift(s) versus by hour(s) of day, reducing the impact of the current per-hour scheduling challenges. This recommendation should be implemented in partnership with affected labor groups.
Recommendation #12: The Department should consider a management-level "reasonable accommodation" approach to scheduling that does not automatically approve leave use when it brings staffing levels below minimum. This recommendation should be implemented in partnership with affected labor groups.
Support Services / Investigations
Recommendation #13: Consider the addition of 1 full-time Administrative Assistant to the Support Services / Investigations Division. This would enable the Captain and Lieutenants to manage their time more efficiently, providing greater capacity for priorities which only they can manage.
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 125 CITY.G.AT E
City of San Mateo, CA
Staffing Needs Assessment and Organizational Analysis of the Police Department Recommendation #14: Once workload indicators are properly assessed and subjective analysis is validated, consider adding 1 full-time detective to the Investigations Bureau.
Recommendation #15: Consider alternatives to leverage institutional knowledge developed by detectives by either adding an additional "Senior" detective position or extending current detective rotations by an additional two years, provided performance objectives are being met.
Recommendation #16: Add 1 Crime Scene Specialist as a new position of to be permanently assigned to Investigations and conduct crime scene investigations and evidence gathering. This position could also assist with digital forensic analysis.
Recommendation #17: The Department should consider the future potential of converting the 4 retired annuitant positions to 2 full-time detective positions once current funding for the retired annuitant positions has expired.
Recommendation #18: Consider reorganizing the Investigations Bureau into two specialized units including a Special Victim's Unit (SVU) and a Major Crimes Unit.
The SVU would handle all domestic violence cases, sex cases, child and elder abuse cases, and missing persons cases. The Major Crimes Unit would be divided into a Violent Crimes Unit and a Property Crimes Unit. [Note: Prior to the completion of this report, the Department had already implemented this recommendation with a reorganization of the Bureau into Major Crimes and General Felony units.J The following figure reflects Citygate's proposed reorganization:
Figure 50—Investigations Bureau - Proposed Reorganization Investigations
Services
Lieutenant
Special Investigations Major Crimes Unit
Unit Task Force Officers (3)
(Sergeant) (Sergeant)
Digital Forensic
Specialist (5) Digital Forensi
pecialist (5
Crime Scene
Specialist (5) Crime Scene Specialist
(5)
Violent Crimes Property Crimes
Detectives (4) CSO (1) Senior Detectives (2) Detectives (3) Section 8—Summary of Personnel Priorities and Findings and Recommendations page 126
CLLYGAT E