Minutes — Sierra Madre City Council, October 29, 2024 (part 2 of 3)

As mentioned earlier in the SMPD section of the report, according to the department’s website, the agency is broken into two main functions: Administration Division and Operations Division.

As noted above, Policy § 200 states the organizational structure indicates three divisions:

Administration, Patrol, and Detective. Meliora confirmed when speaking with SMPD staff that the department is broken into two divisions: Administration and Operations, and Detectives fall under the Operations Division. Meliora PSC recommends the SMPD re-examine the department’s main functions as well as its organizational structure and ensure departmentwide operations, documents, and policy are in alignment.

An organizational chart is typically a graphical representation of roles, responsibilities, and correlations between individuals within an organization. The main purpose is to illustrate the reporting structure and chain of command within the organization. SMPD provided an organization chart dated August 23, 2023, but it is not a typical organizational chart. Rather, it is a one-page document that lists administration, each rank and classification and the names of personnel that are in that classification. A standard organizational chart was located from 2010; staff indicated they are in the process of updating the actual organizational chart. Due to the 31 www.MelioraPSC.com
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timing of the organizational assessment, SMPD staff is prudently awaiting the completion of this report in order to incorporate any potential recommendations impacting the chart.

Meliora PSC noted an opportunity for improved management with a reorganization of the police department into three sections, the addition of one full-time lieutenant, one full-time professional staff administrator, one full-time sergeant, and line level staff. § The full-time Lieutenant would manage the Administration section which would include Professional Standards, Training, Equipment Management and Technology Services. § The full-time professional staff Administrator would manage the Support Services section, which would include Dispatch, Records, Property and Evidence, Community Relations and Facilities and Fleet.
§ The addition of one Sergeant to manage Traffic, Detectives, Part-time Officers, Reserve Officers, regional partnerships, and the Jail. The four current patrol sergeants would continue to supervise the four patrol teams and the added sergeant could also act as a relief sergeant for patrol.

Meliora PSC further describes areas of opportunity in the organization to include proper staffing and span of control throughout this report to include the reasoning behind the suggestion or recommendation. Meliora PSC recommends the reorganization of the SMPD to three sections: Operations, Administration and Support Services; the reorganization is recommended to create a structure suitable for a smaller city police department to deliver contemporary police services as well as career development and professional growth through a career ladder for both sworn and professional staff.

Improved optimal effectiveness and efficiencies will likely occur as a result of this change as managerial span of control, number of subordinates or team members a manager oversees, will decrease, management and supervision ancillary duties will decrease, department communication flow will increase, and more employee engagement by supervisors will occur.

Today’s police professionals are more desirous of participating in the evolution of the organization, an asset to both the agency and department staff member.

Meliora PSC developed the below proposed organizational chart in Chart 3 to better represent department-wide operations, more clearly identify the department’s main functions, and is intended to provide clarity and continuity in the organizational structure, personnel roles and responsibilities. This has been achieved by developing a command structure where under the Chief with management and guidance by the Captain, sections managed by a lieutenant or professional staff administrator and units, made up of line level staff, are supervised by a sergeant or professional staff supervisor. This new structure would also better serve the City and its community by aiding in strategic foresight and succession planning.

Meliora PSC also recommends the organizational chart be updated with the current chain of command structure and/or a revised organization structure/chart and Policy § 200 – Organizational Structure and Responsibilities be updated as well. 32 www.MelioraPSC.com
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CHART 3: Proposed Organizational Chart
Traffic Unit
Traffic Management
Parking Enforcement
Regional Partnerships
FAST / TFO’s
FSET
CNT
Jail
Management and Reporting Facilities
Building / Security
Fleet
Technology Services
Systems & Equipment
Unmanned Aerial System
Property & Evidence
Management
Intake and Processing
Audits and Inventories
Purging
Chief
Administrative Assistant
Captain
Administration
Budget
Personnel
• Evaluations
• Workers Compensation
• Promotions

ADMINISTRATION

SECTION
Lieutenant
Professional Standards Unit
Personnel
Hiring / Backgrounds
Employee Wellness
Policy Management
Internal Affairs
Risk Management Tracking
& Review
CCW
Training Unit
Training Records / P.O.S.T
Range
Less-than-Lethal
Police Academy
Equipment Management
First Aid Kits, Anti-Ballistic
Vests, Weapons, etc.

OPERATIONS

SECTION
Sergeant
Patrol
(4) Patrol Teams/Sergeants
FTO Program
Crime Scene Management
Detective Unit
Crime Analysis
TRAP (Auto Theft)
ICAC (Crimes against
Children)
Personnel
Part-Time Officers
Reserves

SUPPORT SERVICES

SECTION
Administrator
Dispatch
“Working” Supervisor
(4) Teams
Call Taking
Front Desk Management
Records Unit
Records Management
Public Records Requests
State and Federal Reporting
CLETS Management
Community Services
CSO(s)
Community Events
Community Programs
Volunteers
Media Relations
33 www.MelioraPSC.com
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Strategic Plan
SMPD does not have a department strategic plan. The City of Sierra Madre’s elected leaders and management staff, which includes the Chief of Police, meet and participate in a Strategic Planning process every six months. At each six-month session, participants identify new objectives to work towards the completion of the 3-year goals that have been identified.

Currently, the 3-year goals are as follows:
§ Achieve water supply stability and independence.
§ Achieve financial stability and sustainability.
§ Finalize and implement the General Plan update.
§ Provide high quality, cost-effective and achievable public services.

Considering the organizational assessment of the SMPD, a strategic planning process would be a natural progression to incorporate themes from the list of recommendations in this assessment as the agency continues to build and improve the organization’s overall well-being and quality services.

Crime Information

REPORTED CRIME
As part of the organizational assessment, Meliora PSC reviewed reported crime over the past 10 years as reported to the FBI through the Uniformed Crime Reporting (UCR) program. The FBI UCR program has been providing crime statistics to the public since 1930. Agencies participate voluntarily and submit their crime data either through a state UCR program or directly to the FBI’s UCR program. After several years of working to enhance the level of detail, the FBI recently changed the manner in which crime statistics are reported.

Effective January 1, 2021, the FBI transitioned to the National Incident-Based Reporting System (NIBRS) to improve the overall quality of crime data collected by law enforcement. It captures details on each single crime incident – as well as on separate offenses within the same incident.

As such, summary crime data collected through the historic UCR system was phased out.

As a result of NIBRS being a new method for reporting detailed crime statistics, there is no legacy NIBRS data for comparison. Until agencies have a few years of historical data in the NIBRS system to reflect crime trends, comparing UCR data to NIBRS data would be an inaccurate manner to compare crime that could result in misleading conclusions. Rather, where able, agencies should continue to collect data in the UCR format for a few years concurrently with NIBRS data reporting so that a more accurate analysis of crime fluctuations could be reflected in the three to five-year window of transition. While the detailed crime data contained with NIBRS will have more data per incident, that should not be misconstrued to assume crime has risen. Hence, by contrasting and comparing the UCR data for a few years 34 www.MelioraPSC.com
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during the data reporting transition, reviewing how the crime patterns and fluctuations would be reflected compared to existing UCR data would help clarify if there was an actual increase or decrease in a particular crime category. Concurrently, there would be a collection of three to five years of NIBRS data to begin a more detailed and accurate assessment of crime trends containing a deeper analysis of those years going forward with NIBRS only data.

Meliora PSC learned that SMPD’s Record Management System (RMS) is compatible with NIBRS reporting. Each month SMPD runs a submission report from RMS that uploads to the Department of Justice resulting in NIBRS crime data being reported. The FBI database currently provides UCR summary crime data reports (during the NIBRS transition) on their Crime Data Explorer webpage. SMPD is commended for completing the transition to NIBRS reporting, as a number of CA agencies are still in the process of completing the transition.

Table 4 below reflects the actual number of Part 1 crimes reported by the community to the SMPD. As noted, violent crime is low and there are more property crimes reported.

TABLE 4: 10-Year Part 1 Reported Crimes, 2013-2022
TYPE 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Homicide 0 0 0 0 0 0 0 0 0 0
Rape 1 2 1 3 1 0 1 0 1 0
Robbery 1 0 3 3 1 0 0 3 1 2
Assault 11 11 7 19 6 7 14 11 11 8
Total Violent 13 13 11 25 8 7 15 14 13 10
Burglary 58 25 48 47 43 34 29 15 22 34
Larceny 65 62 59 59 61 59 43 62 53 57
Motor Veh Theft 6 5 10 8 4 2 4 9 28 7
Total Property 129 92 117 114 108 95 76 86 103 98
Source: FBI Crime Data Explorer for years 2013-2019 and Sierra Madre PD for years 2020-2022 In order to compare communities with varying sizes, geography, and community factors crime rates are expressed (indexed) as the number of incidents per 100,000 population to allow for comparison. Thus, the crime rate may reflect a number greater than the actual crime numbers reported in a category (Table 4 above). In Table 5, indexed crime rates for the city of Sierra Madre, the State of California and the Nation were examined over a 10-year period between 2013-2022. Crime trend data includes data pre and post-pandemic. 35 www.MelioraPSC.com
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TABLE 5: Indexed Crimes Rates for City of Sierra Madre, California, Nation, 2013- 2022

YEAR CITY OF SIERRA MADRE CALIFORNIA NATION
Violent Property Total Violent Property Total Violent Property Total 2013 118 1,168 1,285 403 2,651 3,054 369 2,734 3,103
2014 117 830 947 397 2,442 2,839 362 2,574 2,936
2015 98 1,042 1,040 428 2,628 3,056 374 2,501 2,875
2016 223 1,017 1,240 445 2,550 2,995 396 2,452 2,848
2017 72 975 1,047 453 2,505 2,958 395 2,363 2,758
2018 63 859 923 448 2,386 2,834 383 2,210 2,593
2019 137 724 861 442 2,336 2,778 381 2,131 2,512
2020 130 798 928 442 2,139 2,581 399 1,958 2,357
2021 116 915 1,031 481 2,165 2,646 387 1,832 2,219
2022 92 907 999 500 2,343 2,843 381 1,954 2,335
Source: FBI Crime Data Explorer for years 2013-2019 and Sierra Madre PD for years 2020-2022 To more easily view the various types of indexed crime trends, Chart 4 below is intended to show the fluctuations and trends. The line graph is intended to reflect how the City of Sierra Madre follows or differs from the indexed, overall crime trends across the state and country.

CHART 4: 10-Year Part 1 Crime Trends, City of Sierra Madre, State and Nation 2013 – 2022
Source: FBI Crime Data Explorer and Sierra Madre Police Department 1,285
947 1,040
1,240
1,047 923 861 928 1,031 999
3,054
2,839
3,056 2,995 2,958 2,834 2,778
2,581 2,646
2,843
3,103
2,936 2,875 2,848 2,758
2,593 2,512
2,357 2,219 2,335
0 500
1,000
1,500
2,000
2,500
3,000
3,500
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
10-Year Indexed Part 1 Crime Trends
Sierra Madre California Nation
36 www.MelioraPSC.com
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As reflected in the chart above, the overall crime rate in the City of Sierra Madre is lower than the overall crime rate in California and the Nation. From 2013 through 2022, the crime trend remained consistent for the City of Sierra Madre in overall Part 1 crime. In 2021, property crime spiked slightly. However, in 2022 it went back to a rate comparable to prior years, which is consistent with trends during the pandemic. The highest year for overall crime was 1,285 in 2013 and the lowest was 861 in 2019.

In order to further explore the crime trends in the City of Sierra Madre, the next chart will provide a visual representation of the separate types of indexed crime: violent crime and property crime. Violent crime includes homicide, rape, robbery, and assault. Property crime includes burglary, larceny (theft), and motor vehicle theft. The last three years includes a representation of violent and property crimes during and subsequent to the pandemic.

CHART 5: 10-Year Crime Trends, City of Sierra Madre, 2013-2022 Source: FBI Crime Data Explorer and Sierra Madre Police Department As Chart 5 indicates, the violent crime rate in the City of Sierra Madre represented in dark blue for the past 10 years has remained consistent. The highest indexed violent crime rate was 223 in 2016 and the lowest was 63 in 2018. Again, violent crime is still significantly lower than state and national levels.

The property crime rate represented in light blue trended downward slightly, from 2015 to 2019. The highest property crime rate was 1,168 in 2013 and the lowest was 724 in 2019.

Again, property crime in the city of Sierra Madre is lower than state and national levels. 118 117 98
223
72 63
137 130 116 92
1168
830
1042 1017 975
859
724 798
915 907
0 200
400
600
800
1000
1200
1400
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
City of Sierra Madre Crime Rate Trends
Violent Crime Property Crime
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TABLE 6: Crimes Rate Comparisons with City of Sierra Madre and Other Local Agencies, 2022
City State Population Crime Rates
Violent Property Total
Alhambra CA 79,703 40 564 604
Arcadia CA 54,202 141 1,653 1,794
Azusa CA 47,754 138 991 1,129
Beverly Hills CA 31,163 154 1,365 1,519
Claremont CA 35,068 104 844 948
Covina CA 49,590 163 1,390 1,553
Diamond Bar CA 52,713 92 969 1,061
Duarte CA 20,849 67 371 438
Glendora CA 50,650 138 1,158 1,296
La Canada/Flintridge CA 19,682 24 357 381
Monrovia CA 37,104 107 904 1,011
San Marino CA 12,015 9 173 182
South Pasadena CA 25,744 46 434 480
Sierra Madre CA 10,778* 10 98 108
California 39,029,342 500 2,343 2,843
National 333,790,926 381 1,954 2,335
Source: FBI Criminal Justice Information Services UCR crime reports accessed September 2023. City of Sierra Mateo population estimate data based on available 2020 US Census data.

Table 6 is for informational purposes only to provide the backdrop for crime in the region. As reflected in the table above, Sierra Madre is significantly below the violent, property and overall crime rates compared to most agencies in the local region, State, and Nation.

SIERRA MADRE POLICE DEPARTMENT RECOMMENDATIONS
§ Re-examine the department’s main functions as well as its organizational structure and ensure department wide operations, documents and policy are in alignment. (Recommendation #1)
§ Reorganize and restructure the police department. (Recommendation #2 ) § The organizational chart be updated with the current chain of command structure and/or a revised organization structure/chart and Policy § 200 – Organizational Structure and Responsibilities updated as well. (Recommendation #3)

OPERATIONS
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The Sierra Madre Police Department is dedicated to the safety of the community. Patrol (Operations) is comprised of uniformed Patrol, and Special Operations which includes Traffic, Dispatch, and Community Service Officers (also known as Police Assistants). The Patrol Division is responsible for responding to emergencies such as life-saving calls and in progress crimes, as well as working proactively in the community to address quality of life issues.

Patrol
The fundamental responsibility of policing agencies is to provide a safe environment for the public’s safety as well as ensure quality of life. SMPD recognizes these key responsibilities to allow the community to flourish and thrive as reflected in their Mission, Vision and Values Statements. To properly serve the community, agencies must ensure their services reflect the needs and available resources for their respective city. Table 7 below provides a snapshot of those positions assigned to the Patrol. In addition to the full-time sworn positions listed below, SMPD also has a cadre of 11 part-time sworn personnel, both sergeant and officer rank, who fill in when needed to work patrol. Part-time personnel are not individually budgeted but rather SMPD has a set dollar amount they allocate for part-time costs.

TABLE 7: Patrol Staffing FY 2022-23
Position 2022/2023
Budgeted
2022/2023
Actual Vacant
Full-Time Sworn Personnel
Sergeant 4 4 0
Corporal 1 1 0
Officers 8 8 0
Traffic Officer 1 1 0
Total Full-Time Sworn 14 14 0
Professional Staff Personnel
Total Professional Staff 0 0 0
Total Authorized Staffing 14 14 0
Source: Sierra Madre Police Department
The primary responsibility of patrol officers is to patrol the City of Sierra Madre, respond to calls for service from the community, proactively address issues related to crime, and address community concerns in an effort to enhance the quality of life for those who live, work and visit the City. There are four patrol teams who provide 24/7 service 365 days a year. Each team has one sergeant and two officers; sergeants are assigned to manage patrol operations. 40 www.MelioraPSC.com
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Organizational Assessment

PATROL SUPERVISION
A police sergeant serves as a crucial link between patrol officers and the Chief and Captain.

They serve as the frontline supervisors, role models and leaders of the organization. As such sergeants serve a key role in maintaining order and ensuring the department functions effectively.

Some of the essential functions of a sergeant include:
§ Acts as watch commander; plans, coordinates, directs and supervises the work of assigned watch; oversees the operation of the police station; plans and supervises special details and operations.
§ Reviews shift reports.
§ Confers with members of the department, public and private officials and the general public relative to specific police problems, policies and procedures, acts as a liaison with mutual aid cities, the media, the Department of Justice and other City departments and personnel.

During the evening hours and on weekends, the sergeant is usually the highest-ranking member of the department on duty in the City. SMPD Policy § 329 – Major Incident Notification provides critical guidance to the sergeants in determining when, how, and to whom notifications of major incidents should be made. Individual policies also say when notifications should be made relative to certain incidents. Meliora PSC encourages SMPD ensure that policies that outline when notifications should be made are also noted in Policy § 329, such as in the policies listed below:
§ Control Devices
§ Missing Persons
§ Public Alerts
§ Response to Bomb Calls
Additionally, there is mention of a lieutenant in this policy; that should be removed until such time a lieutenant position is added.

All sergeants have attended the California Peace Officer Standards and Training (POST) Supervisory Course. SMPD is to be commended for ensuring all supervisors in patrol are up-todate with the POST-mandated Supervisory Course. An overview of sergeant training can be found in the Training section of this report.

SMPD Policy § 206.2.1 Supervision Deployments states, “In order to accommodate training and other unforeseen circumstances, an officer may be used as a Watch Commander in the absence of a Sergeant or Corporal. With prior authorization from the Police Chief, Captain or Lieutenant, an officer may act as the Watch Commander for a limited period of time.” Corporals receive the same type of training as sergeants; such as the Field Operations 24-hour course and the 16-hour Officer Involved Shooting for Supervisor course. Due to the key role of 41 www.MelioraPSC.com
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police supervision, it is important to provide corporals with basic police supervision and leadership training. Meliora PSC recommends patrol corporals used as watch commanders attend the same type of courses patrol sergeants attend, such as Internal Affairs and Critical Incident Management course.

BRIEFING TRAINING
Briefing is an opportunity to present mandatory and optional training, review policies, procedures, and other relevant topics in an environment amenable to open discussion among various levels of experience and rank. Briefing time is also an opportunity to disseminate and discuss information on current operational and administrative topics. This short but significant interaction between supervisors and officers during briefing enables each to have a voice and provides an important opportunity for sergeants to demonstrate leadership. Briefing training can also be documented to satisfy California POST and/or SMPD training requirements.

One of the key responsibilities of a patrol sergeant is to provide briefing training, and SMPD Policy § 402 – Assembly Training – codifies this expectation. The policy states that assembly training should consist of the minimum following basic tasks:
“(a) Briefing officers with information regarding daily patrol activity, with particular attention given to unusual situations and changes in the status of wanted persons, stolen vehicles, and major investigations,
(b) Notifying officers of changes in schedules and assignments, (c) Notifying officers of new Departmental Directives or changes in Departmental Directives,
(d) Reviewing recent incidents for training purposes, (e) Providing training on a variety of subjects.”
Staff indicated that briefing training consistently occurs, but items covered from shift to shift is inconsistent. Shift notes are made to indicate what was covered during briefing, including training given. Shift notes are not retained indefinitely, and the training portion of the notes are not placed in an employee’s file. Best practice indicates retention of briefing training records and forwarding training records, attendance, materials and curriculum or a summary to the Training Manager. Meliora PSC recommends retaining training records per SMPD’s policy, and creating a briefing training form that can be completed electronically and forwarded to the Training Manager for inclusion in the respective personnel’s files. The training form should include the following:
§ Training topic.
§ Date, time and location.
§ Who provided the training?
§ Who attended the training?
§ What was the learning goal?
§ Was learning goal met (verification)?
§ Copies of articles, video, etc. for the training file. 42 www.MelioraPSC.com
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SMPD subscribes to the Lexipol policy manual as well as the Daily Training Bulletins (DTB) associated with the policies. DTB’s are designed to assist first-line supervisors and provide training within the time constraints of briefings. More information regarding department training will be described further in the Training section of the Administration portion of the report.

SUPERVISOR COLLATERAL DUTIES
Agencies similar in size to SMPD share collateral duties as a means to provide leadership opportunities, professional development, and greater responsibilities as well as ensuring key roles and responsibilities are managed. In addition to the fundamental responsibility of supervising and/or managing patrol, it is standard practice for sergeants to have additional or collateral duties/assignments. It is important that collateral assignments are rotated periodically rather than assigning a collateral duty to someone who has historically managed it and having the assignment remain with the individual rather than allowing others an opportunity to experience that responsibility. Although it may seem reasonable to keep a responsibility with someone who understands the assignment and has had it for several years, by assigning duties based on a person rather than rotating them prevents others from experiencing and growing from a variety of collateral duty responsibilities. Rotating collateral duties also is a way to build in strategic foresight and expanding staff’s experiential learning.

Meliora learned there are some collateral duties that are retained by a supervisor for numerous years. Meliora PSC recommends collateral duties are rotated and used as learning opportunities to gain experience and increase acumen of other supervisors who may not have been assigned a collateral duty. This not only balances out assignments and prevents burnout from overassigning tasks, but also builds internal succession planning as supervisors are exposed to other duties and responsibilities outside essential patrol duties. Although collateral duties are needed, it is important they be assigned in a manner that does not overwhelm the supervisor and take away from their primary duties in the Patrol Division.

Meliora PSC requested and received a list of collateral duty assignments for sergeants and officers. Collateral duties are not only important for staff development; it is also important these critical areas have supervisory oversight to ensure accountability. Moreover, it ensures the duties are evenly spread amongst the supervisors to ensure the patrol sergeants can balance the additional duties with their primary duty of field supervision. Table 8 reflects the current collateral duty assignments and vary from one to five assignments per sergeant. 43 www.MelioraPSC.com
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Organizational Assessment
TABLE 8: Sergeant Collateral Duties
Sergeant Collateral Duty
Sergeant A 1. Field Training Officer Program Supervisor

2. Reserve Coordinator

3. Detective Supervisor

4. Less Lethal Instructor Supervisor

5. Active Shooter trainer
Sergeant B 1. Training Manager

2. Bike Unit Supervisor
Sergeant C 1. Range Supervisor

2. FSET Supervisor
Sergeant D 1. Unmanned Aerial System Drone Team Supervisor

2. Volunteer Coordinator

3. EOC Liaison
Source: Sierra Madre PD.

Collateral assignments are assigned to officers and some officers function as assistants in the respective duties for the sergeant. Providing training for a collateral duty along with the responsibility for oversight enhances the leadership growth of department personnel. This practice also gives police department staff insight into other aspects of how the duties and responsibilities of patrol functions are impacted by budget, societal needs, forecasting, collaboration with City staff/departments and community members, and subsequently embedding leadership growth, development and succession planning into the culture of the organization.

In order to ensure there is proper managerial and supervisory oversight for these essential functions, Meliora PSC recommends a primary collateral list of sergeants and officers be developed, discussed by administration, evenly distributed, and then reviewed and updated annually. Collateral duties should be rotated for varied reasons; one example is for personnel growth. It is understandable that some duties may need to be shared throughout the police department, but those are typically at the sergeant level. For instance, Firearms and Defensive Tactics may need more supervisory oversight than is able to be provided by whomever is assigned the responsibility.

CRIME SCENE MANAGEMENT
Crime scene management is the process of controlling, preserving, recording, and recovering evidence from the scene of a crime. Patrol officers are the first police personnel on scene of an incident and have the responsibility for the immediate safety of the public and preservation of the scene. Policy § 403 – Crime Scene Management provides detailed guidance in managing a major crime or disaster.

SMPD does not have an in-house crime scene/forensic team, which is typical for a department this size. SMPD officers are tasked with determining the scene scope and evaluating needs in 44 www.MelioraPSC.com
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order to determine where the crime scene forensics will require a request for assistance.

Should the need arise for assistance SMPD has a mutual aid agreement with a neighboring law enforcement agency for crime scene forensics and management.

WORK SCHEDULE AND SHIFTS
Corporals and patrol officers work a 12-hour shift schedule; meaning in a 28-day pay period, they would be scheduled to work 14 shifts or 168 hours. Corporals and officers work a 28-day cycle consisting of 12-hour shifts where the workweek alternates weekly between three 12- hour work days and four 12-hour work days. The City uses the FSLA 7k rule wherein any hours over 160 hours worked in a 28-day work cycle are compensated at time and one half overtime pay. Based on the existing schedule, there is a built in 80 hours of paid overtime (168-160=8 hours per sworn officer) for the 10 sworn officers (corporal and officers) every 28-day cycle, which annually results in 1,040 hours of overtime (80 hours x 13 pay cycles=1,040 hours).

The patrol sergeants essentially work the same schedule as the corporals and patrol officers; however, they work 12, 12.5-hour shifts and two 12-hour shifts in a 28-day cycle. Subsequently, the sergeants work 14 shifts or 174 hours in a 28-day pay cycle. Like the officers, the City uses the same FSLA 7k rule for sergeants and any hours worked in excess of 160 hours in a 28-day pay cycle covert to overtime. Consequently, 56 hours of paid overtime (174-160=14 hours per sergeant) for four sergeants is built into every 28-day cycle, which annually results in 728 hours of overtime (56 hours x 13 pay cycles=728 hours). Below is an example of SMPD’s patrol schedule.

Day Shift: 6:00 a.m. to 6:00 p.m.
§ Team 1 – 1 sergeant and 2 officers
o Sunday, Monday, Tuesday, and every other Wednesday
§ Team 3 – 1 sergeant and 2 officers
o Thursday, Friday, Saturday, and every other Wednesday Night Shift: 6:00 p.m. to 6:00 a.m.
§ Team 2 – 1 sergeant and 2 officers
o Sunday, Monday, Tuesday, and every other Wednesday
§ Team 4 – 1 sergeant and 2 officers
o Thursday, Friday, Saturday, and every other Wednesday Per the Memorandum of Understanding (MOU) with the City of Sierra Madre and the Sierra Madre Police Officer’s Association dated July 1, 2021 through June 30, 2026, overtime is defined as overtime worked in excess of 160 hours in a 28-day cycle.

Currently, there are four patrol shifts comprised of 8 officers and one corporal that work either day shift of night shift. As mentioned, patrol conducts in-person briefings at 6:00 a.m. for day shift and 6:00 p.m. for night shift at the station. An examination of the call for service data does not suggest the shift change would require a cover officer as occupied time does not show significant workload. Personnel sign up for their shifts based on seniority. Shift sign ups occur 45 www.MelioraPSC.com
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six months in advance allowing personnel to make plans for family, school, and other needs well in advance. Additionally, SMPD requires staff to rotate to another shift after one year.

SMPD is again commended for employing best practices to provide officers various experiences by working other shifts and times.

Meliora PSC learned the SMPD has shift sign-ups every six months based on seniority. SMPD allows personnel to stay on the same shift for up to two, six-month deployments for up to one year, at which time they need to rotate to a different shift when they sign up. In order to ensure less experienced officers and sergeants do not end up on the same shift, Meliora PSC recommends the department reserve spots on the sign-up list for each team that can be designated for officers with less than two years of experience. This also allows less tenured officers to learn from the experienced officers on their respective shift. Staff indicated the average experience level in patrol is approximately 2.8 years.

Providing officers with the opportunity to work different shifts exposes them to more variety in the types of calls for service from the community. For example, driving under the influence (DUI) incidents typically occur in the evening hours versus daytime. If an officer works primarily dayshift, they will not have the exposure to DUI investigations. Conversely, fraud and/or burglary cases may occur more frequently during the daytime hours and assigning officers only to nightshift limits their exposure to these types of calls for service and investigations.

From a recruiting standpoint, the mandatory shift rotations allows new officers and laterals the ability to work different shifts rather than be relegated to the night shift until a new officer is hired so they can move up in seniority. SMPD is commended for applying this best practice in scheduling. The use of shift rotations and designated spots for less tenured officers balances the needs of the SMPD and empowers staff to have more influence on their off time.

When fully-staffed, 4 sergeants, 1 corporal and 8 officers are assigned to patrol to provide patrol coverage for the 24/7, 365 days required. In conducting organizational assessments across the country, we have found that staff will be unavailable approximately 15 percent during the year for time off related to training, vacation, sick time, FLSA, worker’s compensation, military leave, etc. For purposes of patrol staffing, Meliora PSC used the 9 sworn officers (corporal and officers) working at the time of the site visit.

MINIMUM STAFFING
Minimum staffing does not necessarily mean adequate staffing, but rather indicates there are usually enough personnel available to respond to calls for service. Establishing appropriate staffing levels is the responsibility of SMPD and ultimately, the Chief of Police. SMPD Policy § 206 – Staffing Levels – states, “The purpose of this policy is to ensure that proper supervision is available for all shifts.” The policy further states in section § 206.2 – Minimum Staffing Levels, “Minimum staffing levels for patrol should result in the scheduling of at least two regular officer and a supervisor on duty.” In general, sworn administrative personnel or officers assigned to specialized assignments may be counted as part of the minimum staffing levels for patrol. 46 www.MelioraPSC.com
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Although the City has a low crime rate, the police department needs to be prepared and adequately staffed to manage any influx of calls for service as well as be on the ready for inprogress crimes and critical incidents. As was depicted earlier in the Response Time portion of the report, the 9officers assigned to patrol shifts during the data analysis responded to Priority 1 calls outside well within the five-minute standard.

In an extreme emergency, and as approved by the Chief or Captain, a Level 1 Reserve Officer may be assigned to patrol to meet the minimum staffing levels if no other regular officers are able to fill the shift requirements. The policy does not state how shift minimum staffing levels are determined.

Minimum staffing should be established by hour of the day versus per shift, which is best practice as staffing should be evaluated and assigned based on workload. The SMPD does not have a minimum staffing analysis procedure. Shift minimums were established a year and a half ago as follows: one sergeant, two officers, and one dispatcher per shift. Prior to that, shift minimum was one sergeant, one officer and one dispatcher per shift.

In the future, the Data Analysis Toolkit used in this report will provide the data to inform minimum staffing determinations. The Data Analysis Toolkit, which will be provided to SMPD as part of this organizational assessment will be a valuable tool for staffing in the future. Meliora PSC recommends the staffing level policy should state how staffing levels are determined, such as after the analysis of workload, deployment and response times in the Data Analysis Toolkit, and reviewed annually.

In order to address the number of personnel needed to ensure patrol staffing levels are met, we must first calculate the actual hours an officer is scheduled. A standard 28-day pay period is 160 hours (four weeks x 40 hours per week), which equates to 2,080 hours per year (160 hours x 13 pay periods per year). However, SMPD’s 12-hour patrol schedule results in an officer being scheduled to work 14 shifts in a 28-day pay period or 168 hours (14 shifts x 12 hours) or 2,184 hours per year (168 hours x 13 pay periods per year). From a scheduling perspective, 2,184 hours per year equals 182 shifts per year an officer is scheduled (2,184÷12=182). However, this does not factor in leave time for vacation, sick leave, FMLA, worker’s compensation, military time, or training courses, which in our experience averages approximately 15% time off per year. Consequently, an officer works approximately 154.7 shifts per year (182 x 15%=27.3 shifts leave time; 182-27.3=154.7 shifts). Thus, it would take 2.36 officers to cover one 12-hour shift for one year (365 days ÷ 154.7=2.36). For a 24-hour shift, SMPD would need five officers (2.36 x 2, 12-hour shifts=4.72) to fill one position in patrol. Since shift minimums are set at two officers per day shift, that would require 5 officers (2 day shift minimums x 2.36 officers for one shift=4.72 officers) to provide seven-day coverage. The night shift minimum is set at 2 officers for that 12-hour period. Therefore, since it takes 2.36 officers to cover one 12-hour shift for a year, it would require five officers total (2 officer minimum x 2.36 per position = 4.72) to provide seven-day coverage on night shift. So, for 24-hour coverage, it would require five day shift officers and five night shift officers for a grand total of 10 officers assigned to patrol. The current patrol schedule has eight officers, a shortage of one officer. Although there is also one 47 www.MelioraPSC.com
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traffic officer, the main responsibility is focusing on traffic- related driving and accident causing factors for education and enforcement. Meliora PSC recommends adding two FTE officers to meet the minimum staffing requirement in patrol. The corporal assists in working as a field supervisor when the sergeant is off for leave time.

Sierra Madre PD, as with most agencies, has the ability to request and utilize mutual aid.

Mutual aid is requested by departments through an established mutual aid agreement that usually describes the terms and conditions of the service. Agreements between jurisdictions provide a system to quickly obtain short-term “temporary” personnel emergency support prior to and during an incident.

Shift minimums are a part of the field sergeant’s responsibilities, but it is also important the sergeants be given the latitude to address staffing based on the time of year, call load, time off for training and other information they will now have through the workload study. The ability to continue conducting workload and deployment analysis through the Data Analysis Toolkit will allow supervisors and managers the opportunity to make informed, strategic decisions regarding shift minimums.

In order to ensure staff is able to have adequate time off for vacation, training, and other time off, SMPD provides an opportunity during shift sign ups to also sign up for vacation on a seniority basis, a sound practice to manage staffing. Per the Memorandum of Understanding with the Police Officers’ Association, the length of any single scheduled vacation is dependent upon hours accrued and years of service.

OVERTIME
Overtime management is another fundamental responsibility of supervisors. When Meliora inquired about overtime management reports, staff indicated there are overtime reports for the department as a whole; however, there are no detailed cost centers in the overtime reports. Whether it is tracking overtime by shift, day of week, or officer, these detailed cost centers are not provided by the City for police management to use for operational decisions as there is not process established in the current system. Not only is this an important function as it relates to fiscal responsibility, but also for risk management. For instance, not tracking overtime hours worked weekly and/or monthly by officers, both full-time and part-time, could create a concern should an officer be working too much overtime at the risk of not getting enough rest or time off between shifts. Meliora PSC learned that overtime is a means to ensure patrol is properly staffed. Further details regarding overtime are included later in this section of the report.

Overtime is important for both the fiscal impact of overtime and the impact overtime scheduling practices have on employee well-being, retention, and recruitment. Importantly, sound budgetary practices such as forecasting and planning are necessary components to ensure fiscal responsibility.
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TABLE 9: General Fund Personnel Services Overtime Expenditures, FY 2019-2024 Overtime/Salary Savings FY
2019-2020
FY
2020-2021
FY
2021-2022
FY
2022-2023
FY
2023-2024
Budget for Overtime 210,000 180,000 200,000 250,000 345,000 Actual Expenditures 105,426 45,402 36,997 95,860 323,727 Difference Remaining +104,574 +134,598 +163,003 +154,140 21,273 Percentage Remaining 50.20% 25.22% 12.95% 35.92% 93.83% SOURCE: Sierra Madre Police Department Budget reports.

Overtime specifics are not readily available in the SMPD budget reports. Meliora PSC encourages the police department to collaborate with the City in receiving more detailed overtime information that could be used for operational and management decisions relative to personnel use and deployment.

FISCAL IMPACT
Although SMPD operates with a modest and carefully managed budget, there does not appear to be a procedure in place to review and evaluate detailed part-time costs and overtime either.

Without this information Meliora PSC is unable to assess part-time overtime costs as well as identify any patterns of overtime use that would be helpful in determining if a FTE would be better suited to fill a position. Any hours/time patrol works over their 168-hour 28-day cycle is considered overtime paid at the time and one-half rate.

Meliora PSC recommends SMPD consider creating cost centers for tracking overtime expenditures and create monthly or quarterly overtime reports that illustrate spending patterns and whether the current rate of expenditures is on track to stay within the budget.

This will enable management staff the ability to monitor and evaluate whether the utilization of overtime funds is appropriate and necessary. An analysis of overtime use and staffing issues by cost center can help determine how staffing patterns affect overtime and adjust when possible.

Due to a lack of cost centers, Meliora PSC was unable to review overtime by division or section.

It is noteworthy that a significant uptick in overtime in FY 2023-2024 may correlate with the reduction of a lieutenant position in the prior year and the re-shifting of responsibilities to the Captain, sergeant and professional staff supervisor.

Reduction in personnel, shifts in tasks, primary duties, and ancillary duties only tell part of the overtime usage story. Personnel that are absent due to time off due to sick leave, FMLA, worker’s compensation and disability, military leave, vacation, training, or the unavailability of part-time officers to fill in have an impact on the need to use mandated overtime to achieve minimum staffing levels.

High use of overtime is not an unusual or financially unwise practice for agencies that have modest budgets and/or persistent vacancies. The number of staff vacancies and amount of 49 www.MelioraPSC.com
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salary savings are generally predictable from year-to-year. If an over-expenditure of the overtime budget is less than the salary savings, the budget can be balanced or even improved.

It can be less expensive to use intermittent overtime to cover intermittent absences (vacation, sick leave, comp time, and training) than to increase the number of full-time employees (FTEs) to maintain a constant level of staffing across the entire work schedule. As suggested above, the analysis of overtime use and staffing issues by cost center would help determine what is best for SMPD.

PATROL AREAS AND BEATS
The current patrol beat system has been in place for approximately three years. The City is divided by Baldwin Avenue into east and west areas.

CHART 6: Sierra Madre Police Department Beat Map

PATROL RECOMMENDATIONS
§ Ensure patrol corporals serving as watch commanders receive the necessary training. (Recommendation #4)
§ Retain training records per the training policy and create a briefing training form for documentation. (Recommendation #5)
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§ Update the collateral duty list for sergeants and officers to ensure even distribution of assignments and review annually to provide for rotation of assignments. (Recommendation #6)
§ Reserve two spots on the sign up list for each team that can be used for officers with less than two years of experience. (Recommendation #7)
§ Update the staffing level policy to include how staffing levels are determined and review annually to meet workload and quality of life needs of the community. (Recommendation #8)
§ Add two FTO sworn officers to meet minimum staffing needs. (Recommendation #9) § Create cost centers for tracking overtime expenditures and produce monthly or quarterly overtime reports and routinely conduct an analysis of overtime use and staffing issues by cost center to determine how staffing patterns affect overtime and adjust when possible. (Recommendation #10)
Call for Service Data Analysis
The communications center is a critical component of an effective public safety organization.

Dispatch plays a considerable role in police-community relationships since they are frequently the first person a community member seeking assistance speaks with. The efficiency in listening to the caller, gathering pertinent information, and relaying critical details to first responders significantly impacts the safety and well-being of community members and SMPD officers. This is especially critical for in-progress crimes as the efficacy of dispatch is integral in apprehending criminals.

The communications center handles 9-1-1 calls for emergency services, community calls for assistance, and inter-agency requests through the Computer-Aided Dispatch (CAD) system.

When those calls for service result in a report, arrest, assist, and/or investigation, the subsequent documentation becomes part of the SMPD’s Executive Information Services (EIS) Records Management System (RMS). As part of the assessment, Meliora PSC requested historical data from both the EIS CAD/RMS systems to assess workload, data analytics for organizational management and oversight, and efficiencies with associated systems and processes.

Contemporary police agencies must have the ability to access data systems and importantly, have analytical abilities to review, assess, and respond accordingly. As we note system capacity assets and shortcomings, those will be shared as this is a critical component for not only the proper management and oversight of a police department in the 21st century, but also enables agency leaders to be transparent and responsive to the communities they serve, a key goal of Chief Barrientos’ vision.

SMPD staff provided Meliora PSC’s data scientist CAD data from 2017-2023, and our data scientist completed a comprehensive data analysis. Furthermore, Meliora PSC will provide a Data Analysis Toolkit program so SMPD staff can replicate the tables and charts in the Data 51 www.MelioraPSC.com
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Analysis Report annually with ensuing year’s CAD data. The goal is that SMPD staff can repeat the review of the data provided for this assessment and continue to evaluate and assess workload, performance and responsiveness in the future. This will position the SMPD leaders to make informed, strategic adjustments accordingly.

Our comprehensive data analysis included a review of workload, to include administrative activities, deployment of officers, and response times. These areas were used to determine appropriateness of staffing levels. The discussion that follows refers to some tables and charts from the Data Analysis Report. There are additional tables and charts represented in the Data Analysis Report included in the Data Analysis Report section that are full of useful data that further illustrates the activities of SMPD.

Public safety agencies must ensure that police resources are available during the times of the day when they are most needed. This is accomplished by the design of shift schedules that meet demands appropriately, as well as supplying enough officers during the times they are needed. Decisions regarding the supply and demand of law enforcement services often include resources provided by elected officials balancing community needs and expectations with available assets. The determination of how many officers to provide and for what purpose defies an exact calculation and must be made through a series of informed, and sometimes difficult, choices. Each of these elements will be explored in the following sections of the report.

WORKLOAD
In order to more clearly understand the service demands for SMPD, Meliora PSC analyzed CAD data for SMPD for the period of January 1, 2017, through December 31, 2023. SMPD provided the call data that was then thoroughly reviewed by Meliora’s data scientist. This involved exporting all call data, removing duplicate calls, calls not handled by other agencies, and further ensuring the call data accurately reflected calls for service for SMPD.

As a result, from 2017-2023, there were 82,777 unique records based on call type and assigned units. When filtered to patrol records based on call source and identifier, there were 63,441 records comprised of community-initiated contacts, field-initiated contacts, missing source of record, and patrol scheduled events. In the workload analysis, we focused on the communityinitiated calls for service and field-initiated contacts that totaled 55,119 records. To synthesize the distinct types of calls for service and examine thousands of calls for service more efficiently, the call types were grouped into 42 categories as depicted in the table below. Table 10 illustrates the call categories to include the initiator (source) of the call: community-initiated or field-initiated, and total calls for service during that seven-year period. Community-initiated refers to calls received by the dispatch by a member of the public or outside agency. Fieldinitiated refers to activities generated by SMPD staff. 52 www.MelioraPSC.com
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TABLE 10: Calls for Service, Category and Source, 2017-2023 Community-Initiated Contact Field-Initiated Contact
Record Category 2017 2018 2019 2020 2021 2022 2023 TOTAL 2017 2018 2019 2020 2021 2022 2023 TOTAL Admin 493 603 628 519 472 529 471 3715 Admin 15 8 15 5 6 18 4 71 Agency Assist 157 155 161 161 211 194 242 1281 Agency Assist 17 30 19 12 5 14 22 119 Alarm 448 361 310 168 172 239 306 2004 Alarm 1 6 3 4 14 Animal 160 287 257 214 185 202 435 1740 Animal 11 37 10 9 1 6 9 83 Bike Enforcement 3 2 5 Bike Enforcement 15 23 14 8 8 1 69 Check-Area 148 315 214 165 132 151 136 1261 Check-Area 20 90 16 8 8 19 19 180 Crime-Person 134 98 71 74 62 55 65 559 Crime-Person 1 1 2 Crime-Property 215 171 139 168 147 172 186 1198 Crime-Property 7 3 2 4 2 5 5 28 Crime-Public 10 10 8 21 13 21 14 97 Crime-Substance 1 2 1 4 Crime-Substance 3 3 8 7 3 3 2 29 Disturbance 5 2 3 1 3 2 16 Deceased Person 3 7 6 16 Extra Patrol 688 693 198 613 191 317 297 2997 Disturbance 285 232 197 254 244 229 204 1645 Fire 1 1 1 2 Emergency 63 51 191 373 300 398 561 1937 Foot Patrol 140 124 66 135 48 87 76 676 Extra Patrol 110 108 118 128 74 66 54 658 Investigation 155 179 138 108 90 159 142 971 Fire 22 16 23 20 18 38 28 165 Medical 1 2 3
Foot Patrol 1 1 2 4 Medical/Agency Assist 2 1 1 3 1 8
Harassment 7 7 5 3 3 9 4 38 Mental Health 1 1 2
Investigation 73 38 59 69 32 36 52 359 Miscellaneous 1025 1175 415 507 66 37 94 3319 Medical 4 2 4 2 3 3 9 27 Missing Person 1 1
Medical/Agency Assist 497 327 431 459 410 562 613 3299 Parking/Traffic Related 333 504 191 63 5 76 64 1236 Mental Health 7 3 8 10 12 5 14 59 Pedestrian Contact 70 27 60 96 64 52 60 429 Miscellaneous 809 780 520 494 267 313 299 3482 Pedestrian Contact/Invest.
82 106 61 58 31 14 27 379
Miscellaneous/Invest. 1 1 Property 8 3 2 1 5 4 23
Missing Person 15 19 17 12 10 16 10 99 Pursuit-Foot 1 1 Operation (Sierra Madre
Search & Rescue Page)
64 55 56 47 13 20 16 271 Pursuit-Vehicle 1 1 2
Parking 4 4 School Patrol 111 113 110 17 34 16 73 474
Parking/Traffic Related 199 190 219 131 138 141 174 1192 Special Assignment 41 70 28 42 36 36 35 288 Pedestrian Contact 2 1 4 1 1 1 10 Suspicious 155 141 146 132 95 150 112 931 53 www.MelioraPSC.com
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Pedestrian
Contact/Invest.
1 1 1 4 1 2 10 Traffic 21 15 9 2 4 8 6 65
Property 123 124 130 54 88 88 75 682 Traffic Accident 9 11 5 2 2 6 5 40 School Patrol 6 4 1 3 1 2 17 Traffic Enforcement 2470 3134 1160 1483 1705 964 957 11873 Special Assignment 8 22 24 24 17 14 13 122 Transient 1 1 Suicide/Suicidal Person 5 3 5 1 2 1 17 Unknown Trouble 2 2 Suspicious 717 480 337 278 259 385 361 2817 Warrant 2 1 1 1 5 Suspicious Activity 5 1 5 1 1 13 Welfare Check 6 12 8 5 3 5 5 44 Traffic 70 74 67 45 39 55 26 376 Total 5411 6510 2684 3314 2408 2006 2026 24359 Traffic Accident 96 94 55 43 55 68 71 482
Traffic Enforcement 17 17 6 18 35 16 20 129
Transient 9 9
Unknown Trouble 33 10 5 8 9 1 14 80
Warrant 6 5 10 5 1 2 1 30
Welfare Check 142 127 116 128 105 106 97 821
Total 5154 4799 4401 4120 3537 4151 4598 30760
From 2017-2023, the top community calls for service were:
§ 3,715 Admin calls or 12% of community-initiated calls for service during those seven years, and 7% of all calls for service for those seven years.
§ 3,482 Miscellaneous calls or 11% of community-initiated calls for service during those seven years, and 6% of all calls for service for those seven years.
§ 3,299 Medical/Agency calls or 11% of community-initiated calls for service during those seven years, and 6% of all calls for service for those seven years.

From 2017-2023, the top field-initiated calls for service were:
§ 11,873 Traffic Enforcement calls or 49% of field-initiated calls for service during those seven years, and 22% of all calls for service for those seven years.
§ 3,319 Miscellaneous calls or 14% of field-initiated calls for service during those seven years, and 6% of all calls for service for those seven years.
§ 2,997 Extra Patrol calls or 12% of field-initiated calls for service during those seven years, and 5% of all calls for service for those seven years.
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Of note, there were a total of 1,883 crime-related (person, property, public, substance) calls for service from the community or six percent of community-initiated calls, and 34 crime-related field-initiated calls or 0.1 percent of field-initiated calls, for a total of 1,917 or three percent of all calls for service for those seven years. The crime related calls for service data further illustrates the low crime rate reported in the City of Sierra Madre, which is also depicted in the crime information previously described in the report.

Notably and correlated to the pandemic, 2020 community-initiated calls decreased overall in by six percent; however, some categories increased notably such as emergencies by 95 percent, disturbances by 29 percent, crime property by 21 percent, and investigations by 17 percent. Most other community-initiated calls in 2020 decreased with noteworthy declines in alarm calls by 49 percent, parking/traffic related by 40 percent, check area by 23 percent, suspicious incident calls by 18 percent, and admin by 17 percent. Field-initiated calls overall decreased in 2020, except some categories increased such as extra patrol by 210 percent, foot patrol by 105 percent, traffic enforcement by 28 percent, and miscellaneous by 22 percent.

Chart 7 below illustrates the breakdown of percentage of community-generated calls for service per day by category for the six-year period between 2017-2022. In order to compare Chart 7’s six-year percentage of calls per day trend, the following Chart 8 represents the most recent full year of percentage of calls per day in 2023. Admin, miscellaneous, and medical/agency assist calls were the highest in both the six-year trend and in 2023. 55 www.MelioraPSC.com
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CHART 7: Record Category Summary for Community-Initiated Calls, 2017-2022 Admin, 12.40%
Miscellaneous, 12.17% Medical/Agency Assist,

10.27%
Suspicious , 9.39%
Alarm, 6.49%
Disturbance, 5.51%
Emergency,

5.26%
Animal,

4.99%
CheckArea,

4.30%
Agency
Assist,

3.97%
Parking/Traffic Related, 3.89%
CrimeProperty,

3.87%
Welfare Check, 2.77%
Property, 2.32%
Extra Patrol, 2.31%
Crime-Person, 1.89%
Traffic Accident, 1.57%
Traffic, 1.34%
Investigation, 1.17%
Operation (Sierra
Madre Search &
Rescue Page),

0.97%
Fire, 0.52%
Special Assignment,

0.42%
Traffic
Enforcement
, 0.42%
Missing Person,

0.34%
CrimePublic,

0.32%
Unknown Trouble,

0.89%
Admin
Miscellaneous
Medical/Agency Assist
Suspicious
Alarm
Disturbance
Emergency
Animal
Check-Area
Agency Assist
Parking/Traffic Related
Crime-Property
Welfare Check
Property
Extra Patrol
Crime-Person
Traffic Accident
Traffic
Investigation
Operation (Sierra Madre
Search & Rescue Page)
Fire
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CHART 8: Record Category Summary for Community-Initiated Calls, 2023 Admin, 13.33%
Miscellaneous, 12.20% Medical/Agency Assist,

10.24%
Suspicious , 9.46%
Alarm, 7.85%
Disturbance, 6.66%
Emergency, 6.50%
Animal, 5.26%
Check-Area,

4.44% Agency
Assist,

4.05%
Parking/Traffic Related, 3.78%
Crime-Property, 2.96%
Welfare Check, 2.11%
Property, 1.63%
Extra Patrol, 1.54%
Crime-Person, 1.41%
Traffic Accident, 1.17%
Traffic, 1.13%
Investigation, 0.61%
Operation (Sierra Madre Search & Rescue
Page), 0.57%
Special Assignment Fire, 0.43% ,

0.35%
Traffic
Enforcement
, 0.30%
Missing
Person, Crime- 0.30%
Public,

0.30%
Unknown
Trouble,

0.28%
Mental Health, 0.22%
Harassment, 0.20%
Warrant, 0.20%
Crime-Substance, 0.13%
Medical, 0.09%
Suicide/Sucidial Person, 0.04%
School Patrol, 0.04%
Suspicious Activty, 0.04%
Deceased Person, 0.04%
Pedestrain Contact, 0.02%
Pedestrain Contact/Invest., 0.02%
Foot Patrol, 0.02% Bike Enforcement, 0.02% Parking, 0.02% Other, 1.11%
Admin
Miscellaneous
Medical/Agency Assist
Suspicious
Alarm
Disturbance
Emergency
Animal
Check-Area
Agency Assist
Parking/Traffic Related
Crime-Property
Welfare Check
Property
Extra Patrol
Crime-Person
Traffic Accident
Traffic
Investigation
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Table 11 provides an illustration of the average calls per month, by year and initiator. Community-initiated average calls were higher in July, May, August, and June, respectively. Field-initiated average activity was generally higher in July, August, and October, respectively. As with studies we have conducted previously, SMPD is consistent with our experience where community-initiated calls for service are higher during summer months.

TABLE 11: Events by Month and Initiator, by Year
Community-Initiated Contact Field-Initiated Contact Agency Total Month 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community Field January 356 451 338 412 212 365 417 307 492 348 323 229 215 141 2,551 2,055 February 314 367 247 348 229 356 308 290 520 276 340 209 190 147 2,169 1,972 March 407 364 343 353 237 338 331 421 536 258 230 116 235 127 2,373 1,923 April 431 375 336 373 229 332 370 447 595 154 208 145 212 153 2,446 1,914 May 461 424 383 404 266 423 391 384 626 143 202 184 198 157 2,752 1,894 June 494 444 349 398 274 354 406 474 690 130 214 155 183 162 2,719 2,008 July 528 516 368 432 399 388 488 605 639 171 379 349 120 200 3,119 2,463 August 505 333 448 334 318 341 466 723 488 257 286 197 167 298 2,745 2,416 September 429 374 396 269 383 319 442 570 564 189 263 183 118 162 2,612 2,049 October 409 391 423 292 325 313 358 469 560 305 394 199 132 127 2,511 2,186 November 390 333 399 273 306 324 311 369 388 256 236 227 105 139 2,336 1,720 December 430 427 371 232 359 298 310 352 412 197 239 215 131 213 2,427 1,759 Total 5,154 4,799 4,401 4,120 3,537 4,151 4,598 5,411 6,510 2,684 3,314 2,408 2,006 2,026 30,760 24,359 58 Sierra Madre Police Department
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PATROL ADMINISTRATIVE WORKLOAD
Patrol administrative activity is workload that is either associated with community call for service or field-initiated activity, or time spent on activities not related to a specific call for service. Often times, officers complete a call for service but return to a location near a crime scene to contact potential witnesses or other victims and/or further investigate the crime, collect evidence, or other work related to the original call for service. Other patrol administrative activity would include report writing, attending training or a meeting, going to court, taking vehicles for maintenance, along with break and meal time. This time is workload and part of an officer’s workday that is committed versus available time to conduct proactive policing.

Based on the information provided by the CAD/RMS data search, the administrative and miscellaneous activities were captured; however, details on the types of administrative activities in the CAD/RMS system are not detailed.

Table 12 below provides a breakdown of out of service or administrative activity as an example.

Due to the fact administrative activity details are not captured, the resulting workload assessment for SMPD will be less detailed regarding what type of administrative duties officers are spending time with and any administrative activities not recorded will result in workload being under-reported and the data analysis regarding workload, deployment, and staffing impacted. The table below is provided as a sample of the type of detailed information that should be captured for future data analysis.

TABLE 12: Administrative Activity Sample
Description Count Avg. Occupied Time
Court
Equipment Maintenance
Meeting
Out on Portable
Phone Message
Pick Up
Report Writing
Return to Station/HQ
Training
Total Administrative
Administrative
Break
Meal
Total Administrative
Grand Total
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Meliora PSC recommends SMPD work with the EIS CAD/RMS system vendor to ascertain if there is an electronic feature that allows officers to log details of their administrative “busy time” for these specific types of daily administrative and personal tasks. This would mitigate using over-the-air radio traffic to provide dispatch as well as field personnel the ability to remain aware of their activities and availability for emergencies and other pending calls for service. Details to be collected include type of personal busy time for breaks, gear, equipment, etc., and information of types of administrative activities such as meeting, briefing, report writing, court, etc., be included for future electronic data analysis.

PATROL ADMINISTRATIVE WORKLOAD RECOMMENDATION
§ Update the EIS CAD/RMS system to log detailed administrative “busy time” for these specific types of daily administrative and personal tasks, and collect details such as type of personal busy time for breaks, gear, equipment, etc., and information of types of administrative activities such as meeting, briefing, report writing, court, etc., for future electronic data analysis. (Recommendation #11)

DEPLOYMENT
There were 43,918 events recorded in the CAD data associated with community-initiated and field initiated records. These records occur between January 1, 2017, and December 31, 2023.

In the table below, we examine the number of officers associated with an event over the sevenyear period. Most events were associated with one officer (61.49%) deployed, with decreasing percentages associated with two officers, three officers, and so forth. These records were analyzed based on the hour of day, weekend and weekday, day of week, month, and season to supply a more holistic examination of the deployment of units.

As the data depicts in Table 13 below, a majority of community calls for service are handled by one officer, 42.47 percent, and a smaller portion or 41.78 percent are handled by two officers.

The remaining 15.75 percent of calls are handled by three or more officers. Further details on the types of calls requiring additional units can be found in the Data Analysis Report in the appendix.
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TABLE 13: Assigned Units by Number of Units, by Call Source and Year Community-Initiated Field-Initiated Total
Assigned Units 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 CommunityInitiatedFieldInitiated One Unit 1,964 1,683 1,308 950 745 806 860 4,099 4,855 1,898 2,402 1,196 1,170 1,284 8,316 16,904 Two Units 1,779 1,452 1,042 973 860 903 1,171 1,188 1,401 656 763 1,018 718 662 8,180 6,406 Three Units 361 541 389 364 324 363 356 108 228 118 125 181 109 66 2,698 935 Four or More
Units 72 45 49 76 32 51 62 11 22 7 21 12 8 11 387 92
Total 4,176 3,721 2,788 2,363 1,961 2,123 2,449 5,406 6,506 2,679 3,311 2,407 2,005 2,023 19,581 24,337 In the following table, the average number of units responding units reveals more assigned units are required for suicidal persons, suspicious activity, mental health, fire, and crime-public calls for service.

TABLE 14: Average Assigned Units, by Call Source, and Year – with Averages Community-Initiated Contact Field-Initiated Contact Agency Record Categories 2017 2018 2019 2020 2021 2022 Average 2017 2018 2019 2020 2021 2022 2023 Average Average Admin 1.23 1.16 1.25 1.25 1.32 1.25 1.26 1.23 1.07 1.00 1.40 1.20 1.00 1.00 1.25 1.13 1.22 Agency Assist 1.58 1.80 1.81 1.85 1.82 1.87 1.92 1.81 1.35 1.52 1.32 1.25 2.00 1.93 1.32 1.47 1.77 Alarm 2.18 2.23 2.18 2.23 2.18 2.16 2.20 2.19 2.00 1.67 2.00 2.00 1.86 2.19 Animal 1.60 1.68 1.37 1.59 1.50 1.51 1.83 1.62 1.27 1.35 1.00 1.11 2.00 1.33 1.89 1.34 1.59 Bike Enforcement 1.33 1.50 1.40 1.53 1.87 1.57 2.00 1.25 2.00 1.68 1.66 Check-Area 1.49 1.55 1.67 1.67 1.78 1.82 1.58 1.64 1.60 1.83 1.31 1.50 1.38 1.68 1.11 1.63 1.64 Crime-Person 1.38 1.57 1.65 1.63 1.56 1.85 1.96 1.61 2.00 2.00 2.00 1.62 Crime-Property 1.81 1.72 1.70 1.76 1.52 1.69 1.70 1.71 1.43 1.67 2.00 1.50 1.50 1.40 1.80 1.57 1.71 Crime-Public 2.56 2.33 2.63 2.24 2.33 2.71 2.50 2.47 2.47 Crime-Substance 1.33 2.00 2.29 2.00 1.67 1.67 2.50 1.96 1.00 2.50 2.00 2.00 1.96 Deceased Person 2.33 2.00 1.83 2.00 2.00
Disturbance 1.95 2.27 2.19 2.30 2.23 2.15 2.15 2.17 2.60 2.50 1.33 2.00 2.00 2.00 2.13 2.17 Emergency 1.90 1.89 1.93 1.91 1.84 1.97 1.85 1.89 1.89
Extra Patrol 1.14 1.32 1.13 1.48 1.07 1.09 1.00 1.21 1.00 1.07 1.04 1.04 1.06 1.03 1.04 1.04 1.05 Fire 2.85 2.27 3.00 2.93 1.86 2.50 2.56 2.62 3.00 1.00 2.00 2.00 2.60 Foot Patrol 1.00 1.00 1.00 1.16 1.18 1.24 1.46 1.33 1.32 1.37 1.29 1.29 61 Sierra Madre Police Department
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Harassment 1.00 1.29 1.20 1.00 1.00 1.22 1.25 1.17 1.17 Investigation 1.55 1.42 1.41 1.14 1.48 1.44 1.80 1.46 1.28 1.26 1.26 1.41 1.37 1.42 1.22 1.31 1.35 Medical 1.75 1.50 2.00 1.00 1.33 1.67 1.67 1.63 3.00 2.00 2.33 1.70 Medical/Agency
Assist

1.45 1.76 1.88 1.96 2.24 1.97 1.88 1.71 2.00 1.00 1.00 1.50 1.00 1.43 1.71 Mental Health 2.29 3.33 2.38 2.90 2.58 3.20 2.50 2.64 3.00 1.00 2.00 2.62 Miscellaneous 1.26 1.32 1.26 1.35 1.42 1.32 1.43 1.31 1.05 1.03 1.04 1.03 1.17 1.22 1.12 1.04 1.16 Miscellaneous/Invest. 2.00 2.00 2.00
Missing Person 1.36 1.47 1.93 2.27 2.22 1.69 1.75 1.77 3.00 3.00 1.78 Operation (Sierra
Madre Search &
Rescue Page)

1.60 1.25 1.50 1.40 1.00 1.50 1.00 1.41 1.41
Parking
Parking/Traffic
Related

1.14 1.19 1.12 1.18 1.20 1.14 1.20 1.17 1.05 1.02 1.03 1.13 1.00 1.03 1.41 1.06 1.11 Pedestrian Contact 2.00 2.00 1.67 2.00 3.00 2.00 2.00 1.90 2.38 1.90 1.90 2.05 1.83 1.93 1.95 1.95 Pedestrian
Contact/Invest.

2.00 1.33 1.00 3.00 1.67 1.45 1.25 1.26 1.26 1.35 1.50 1.48 1.33 1.34 Property 1.15 1.05 1.09 1.05 1.11 1.18 1.11 1.11 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.10 Pursuit-Foot 1.00 1.00 1.00
Pursuit-Vehicle 1.00 1.00 1.00 1.00
School Patrol 1.00 1.00 1.00 1.00 1.00 1.00 1.01 1.04 1.02 1.00 1.00 1.06 1.03 1.02 1.02 Special Assignment 1.75 2.05 2.27 3.00 2.40 6.93 2.33 2.92 1.20 1.61 1.39 1.81 1.75 1.39 1.63 1.55 1.94 Suicide/Suicidal
Person

3.20 3.00 2.60 4.00 4.00 2.00 3.06 3.06
Suspicious 1.99 2.19 2.18 2.29 2.22 2.21 2.18 2.15 1.66 1.81 1.91 1.67 1.84 1.82 1.78 1.78 2.06 Suspicious Activity 2.20 3.00 3.25 3.00 3.00 2.75 2.75
Traffic 1.65 1.62 1.74 1.71 2.00 1.52 1.19 1.65 1.14 1.20 1.22 1.00 1.75 1.00 1.00 1.17 1.56 Traffic Accident 2.00 2.17 1.86 2.35 2.35 2.05 2.11 2.11 1.89 1.91 1.80 1.00 2.00 1.83 1.60 1.80 2.09 Traffic Enforcement 1.27 1.70 1.33 1.27 1.29 1.00 1.14 1.29 1.42 1.45 1.49 1.47 1.67 1.64 1.54 1.50 1.50 Transient 2.25 2.25 2.00 2.00 2.22
Unknown Trouble 1.97 2.33 2.50 2.75 2.67 3.00 2.73 2.34 2.00 2.00 2.33 Warrant 1.40 1.00 1.33 2.00 1.00 2.00 1.35 1.50 2.00 1.00 2.00 1.60 1.40 Welfare Check 1.96 2.30 2.22 2.20 2.15 2.08 2.14 2.15
Average 1.66 1.73 1.71 1.83 1.83 1.88 1.86 1.77 1.31 1.34 1.31 1.23 1.27 1.31 1.30 1.63 62 Sierra Madre Police Department
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Charts 9 and 10 below depict the community-initiated calls for service average assigned units per each category of call through the seven year period analyzed. It is apparent that suicidal and mental health calls, fire, crime-public, disturbances and alarms require a higher number of assigned units.

CHART 9: Community-Initiated Average Assigned Units, by Call Category – with Averages Part I

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50
Admin
Agency Assist
Alarm
Animal
Bike Enforcement
Check-Area
Crime-Person
Crime-Property
Crime-Public
Crime-Substance
Deceased Person
Disturbance
Emergency
Extra Patrol
Fire
Foot Patrol
Harassment
Investigation
Medical
Medical/Agency Assist
Mental Health
Miscellaneous
Miscellaneous/Invest.

Missing Person
Operation (SMS&R))
2017 2018 2019 2020 2021 2022 2023
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CHART 10: Community-Initiated Average Assigned Units, by Call Category – with Averages Part II Looking beyond the number of units assigned to a call for service, we next examine those types of calls that take significant time.

Contemporary police and sheriff’s agencies are focusing on de-escalation and other ways to resolve crisis calls more effectively. In order to successfully handle these call types, time is required to slowly, methodically, and compassionately provide a safe environment for the individual(s) in crisis, as is seen in the data. In speaking with SMPD staff, Meliora PSC learned like other agencies in California, the department has focused on de-escalation as well as taking more time on community contacts that require officers to complete Racial Identity Profiling Act (RIPA) reporting, which is reported to the Department of Justice and outside the scope of this assessment.

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

8.00 Parking
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

Property
Pursuit-Foot
Pursuit-Vehicle
School Patrol
Special Assignment
Suicide/Suicidal Person
Suspicious
Suspicious Activity
Traffic
Traffic Accident
Traffic Enforcement
Transient
Unknown Trouble
Warrant
Welfare Check
Agency
2017 2018 2019 2020 2021 2022 2023
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CHART 11: Community-Initiated Unit Total Event Duration, by Call Category, by Year – with Averages Part I 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
Admin
Agency Assist
Alarm
Animal
Bike Enforcement
Check-Area
Crime-Person
Crime-Property
Crime-Public
Crime-Substance
Deceased Person
Disturbance
Emergency
Extra Patrol
Fire
Foot Patrol
Harassment
Investigation
Medical
Medical/Agency Assist
Mental Health
Miscellaneous
2017 2018 2019 2020 2021 2022 2023
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CHART 12: Community-Initiated Unit Total Event Duration, by Call Category, by Year – with Averages Part II The charts above indicate warrant, deceased person investigations, mental health and crime substance community-initiated calls for service expend the most time.
0:00:00
0:14:24
0:28:48
0:43:12
0:57:36
1:12:00
1:26:24
Missing Person
Operation (SMS&R)
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

RESPONSE TIMES
Being adequately staffed to respond to emergency calls for service is a key responsibility for any police department. In order to assess response times, Meliora PSC examined the response times of a variety of calls from emergency calls to more routine calls for service. A review of the call priorities to ensure they are aligned with the goals of the agency is provided later in the Dispatch portion of the report.

Response times reflect the agency’s time (from receipt of a call for service to arrival) to respond to the community’s request for assistance, as such, we focus the Response Time portion of the data analysis on community-initiated calls for service. These segments reflect the dispatch time – from a call being created and dispatched where the officer acknowledges they are en route; and travel time – the duration of time to travel to the call location. The dispatch time combined with travel time comprises the total response time. As illustrated below, for the past seven years the average response time for all community-generated calls is less than the 5-minute standard for emergency calls. SMPD is to be commended for not only ensuring officers respond to an emergency in five minutes or less, but all calls for service are responded in a timely fashion.

When evaluating response times based on priority, it is important that Priority 1 calls receive the most attention. Priority 1 calls are the highest level of emergency and require an immediate response as they deal with life emergencies and in-progress crimes. The difference of a few minutes could impact life-saving efforts as well as determine how quickly a wanted person is located and apprehended. The industry standard is five minutes or less for Priority 1 calls. It is apparent from Table 15 below that for the past seven years, Priority 1 calls average from under five minutes, respectively, for total response time (dispatch and response times combined).

TABLE 15: Response Time Record Status and Average Minute, by Record Priority, by Year Dispatch Time Response Time On-Scene Time
Call Priority 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 1 00:40 00:36 00:45 00:50 00:52 01:09 01:14 02:35 02:18 02:28 02:49 03:04 02:29 02:55 11:24 14:07 12:20 12:47 09:52 13:54 12:41 2 00:54 00:48 00:48 00:50 00:43 00:58 00:46 02:54 02:55 03:16 03:35 03:24 03:28 03:34 12:48 13:28 13:28 11:24 11:08 12:32 12:03 3 00:57 00:51 00:51 00:49 00:44 00:58 00:55 03:12 03:12 03:19 03:10 03:13 03:11 03:10 10:30 10:39 10:48 09:30 10:24 11:49 11:38 4 00:56 00:43 00:53 00:35 00:40 01:09 00:47 03:02 03:25 03:04 03:32 03:02 02:58 03:08 10:52 09:23 10:56 11:13 10:16 13:08 11:56 Average 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 67 Sierra Madre Police Department
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Staffing Analysis
Proper police patrol staffing is a key decision weighing on communities across the country. This dilemma is not new, but is more critical in today’s current fiscal environment. Communities expect police departments to have sufficient staffing to respond immediately to emergency calls for service, timely to non-emergency calls for service, and adequately to handle quality of life issues. Due to the differences presented in every community from population size, to rural versus suburban, to land size and topography, just to name a few variables, there is no single calculation to arrive at the appropriate staffing number. Furthermore, communities expect the officers to be properly trained and experienced to provide a high level of service.

Historically, officers-per-thousand population was one way in which cities determined proper staffing. However, the International Association of Chiefs of Police indicates that ratios are totally inappropriate as a basis for staffing decisions as the difference from suburban, to urban to rural communities impacts staffing.

Agencies across the country use a minimum staffing model that takes into account the jurisdiction’s specific needs. The agency’s management team determines the minimum staffing levels based on past practice and call volume, and in some instances minimum staffing levels are codified in policy.

The International City Manager’s Association recommends staffing be determined based on a Rule of 60 guideline2. This three-pronged approach is predicated on the following:
§ 60 percent of the total number of sworn officers be assigned to patrol § Average workload for patrol staffing should not exceed 60 percent § Total service time should not exceed a factor of 60
As stated in the Analysis of Police Department Staffing report, Uniformed patrol is considered the backbone of policing. Officers assigned to this important function are the most visible members of the department and command the largest share of departmental resources. Proper allocation of these resources is critical to having officers readily available to respond to calls for service and provide law enforcement services to the public.

From an organizational standpoint, it is important to have uniformed patrol resources available at all times of the day to deal with issues such as proactive enforcement and community policing. Patrol is generally the most visible and most available resource in policing and the ability to harness this resource is critical for successful operations. 2 An Analysis of Police Department Staffing: How many officers do you really need? McCabe, James, 2013, International City Manager’s Association White Paper.
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From an officer’s standpoint, once a certain level of CFS activity is reached the officer’s focus shifts to a CFS-based reactionary mode. Once a threshold, or a saturation point, is reached, the patrol officers mindset begins to shift from a proactive approach in which he or she looks for ways to deal with crime and qualify-of-life conditions in the community to a mindset in which he or she continually prepares for the next CFS. After saturation, officers cease proactive policing and engage in a reactionary style of policing.

Uncommitted time is spent waiting for the next call. The saturation threshold for patrol officers is believed to be 60 percent.

Using the Rule of 60 as part of the staffing analysis, Meliora PSC noted the following.

RULE OF 60 – PART 1
In applying Part 1 of the Rule of 60, SMPD as of January 2024, SMPD is currently budgeted (allocated) 18 sworn positions and all 18 sworn positions are filled. In today’s challenging recruitment and retention environment in policing, this is a noteworthy accomplishment and indication of a positive internal organizational culture. Of the 18 sworn positions, 13 sworn positions are assigned to Patrol, which is 72 percent. As such, patrol staffing exceeds the first part of the Rule of 60 guideline.

RULE OF 60 – PART 2
The second part of the Rule of 60 guideline indicates average workload for patrol staffing should not exceed 60 percent. In minutes, this would mean 100 percent of workload is equal to 60 minutes, and 60 percent of workload is equal to 36 minutes. Should the average workload minutes exceed 36 minutes consistently in a 24-hour period, it would indicate the department is understaffed. Conversely, if the average workload minutes was significantly less than 36 minutes, then it may indicate the department is overstaffed. Simply exceeding 36 minutes during an hour time frame from time-to-time in a 24-hour period alone does not indicate an agency is understaffed. Meliora PSC cautions that no one portion of the Rule of 60 guidelines can be applied independently. As mentioned previously, staffing decisions must take into considerations distance/terrain, rural vs metropolitan, and other distinguishing characteristics about the agency and community.

As we examine the average workload for patrol staffing, Meliora PSC analyzed CAD data for seven years to include pre and post-pandemic 2017-2023. The tables and charts that follow are based on the average workload in minutes of the primary unit based on the average of total event time and total service time of officers on a call. Workload that included all officers on a call always provides the highest amount of time as data assumes all officers were on scene for the entire duration of the call. While we recognize that in reality, assisting officers may arrive and clear the call while it is still ongoing when additional/assisting officers are no longer needed, SMPD CAD data was unable to distinguish in detail the specific times of assisting 69 Sierra Madre Police Department
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officers other than the primary unit/officer assigned. Therefore, total service time depicts the maximum average service time per hour versus actual total service time.

The overall average occupied time for the primary unit during the seven-year trend analysis was 14:30 minutes for all calls for service, as depicted in Chart 13 below. The total service time/maximum average service time of officers on all calls was 24:24 minutes. The data illustrated the overall average total service time for the seven years consistently within the 36 minute or Rule of 60 threshold indicating the SMPD meets this standard.

In Table 16 below, we examine the average community-initiated workload in minutes, by hour of day. The primary unit average occupied times (average of total event duration) column reflects the seven-year trend from 2017-2023 by hour as does the total service time (all officers on calls). Overall, the seven-year average shows the overall occupied time for the primary unit on community-initiated calls for service was 20:24, and the overall average total service time was 35:58. As time spent serving the public is typically greater than averages when including field-initiated activities that are less in duration, these times are consistent with a full-service police agency.
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TABLE 16: Community-Initiated CAD Unit Total Event Duration and Total Service Time, by Hour, by Year Community Average of Total Event Duration (Transformed) Total Service Time Average Hour 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers 0 0:19:11 0:20:31 0:18:10 0:17:41 0:15:33 0:19:45 0:19:54 0:31:55 0:39:21 0:31:48 0:34:02 0:33:24 0:40:42 0:46:35 0:18:51 0:36:11 1 0:17:14 0:22:38 0:19:31 0:14:41 0:17:40 0:24:11 0:18:52 0:30:33 0:40:28 0:36:03 0:28:56 0:41:00 0:59:46 0:40:36 0:19:03 0:38:30 2 0:17:38 0:16:25 0:19:04 0:13:52 0:20:05 0:15:49 0:15:49 0:32:27 0:32:10 0:36:43 0:27:24 0:45:18 0:30:14 0:37:22 0:16:42 0:33:36 3 0:14:51 0:18:01 0:19:46 0:14:19 0:15:45 0:16:27 0:17:19 0:26:16 0:32:24 0:35:28 0:32:59 0:34:28 0:39:30 0:39:49 0:16:42 0:34:01 4 0:14:40 0:17:11 0:22:43 0:15:39 0:11:47 0:15:27 0:16:27 0:25:10 0:33:31 0:46:33 0:38:15 0:23:40 0:29:22 0:31:06 0:16:15 0:32:27 5 0:14:09 0:11:49 0:12:19 0:13:49 0:09:54 0:13:57 0:16:43 0:24:41 0:22:23 0:23:31 0:31:18 0:22:03 0:33:16 0:31:14 0:13:17 0:26:27 6 0:20:31 0:19:51 0:21:53 0:25:39 0:25:01 0:23:20 0:18:30 0:34:00 0:32:30 0:39:56 0:46:33 1:10:35 0:46:59 0:35:52 0:21:37 0:40:37 7 0:20:08 0:20:45 0:19:53 0:24:19 0:22:30 0:22:34 0:20:29 0:34:15 0:35:17 0:31:55 0:39:23 0:34:58 0:37:26 0:34:57 0:21:09 0:35:04 8 0:17:58 0:19:14 0:19:57 0:19:01 0:20:10 0:23:52 0:21:09 0:27:57 0:31:59 0:30:59 0:28:00 0:32:55 0:37:02 0:33:33 0:20:01 0:31:35 9 0:20:35 0:20:29 0:21:53 0:21:12 0:18:26 0:21:34 0:17:35 0:32:49 0:31:17 0:30:29 0:33:07 0:31:42 0:35:31 0:29:31 0:20:18 0:31:58 10 0:18:45 0:20:55 0:20:25 0:19:09 0:18:16 0:21:06 0:20:51 0:29:50 0:33:51 0:33:19 0:37:31 0:32:01 0:31:58 0:35:34 0:19:55 0:33:12 11 0:20:00 0:19:28 0:20:54 0:21:30 0:19:52 0:22:00 0:19:45 0:31:27 0:31:03 0:31:10 0:35:25 0:36:31 0:40:23 0:33:54 0:20:23 0:33:46 12 0:17:09 0:19:41 0:19:55 0:19:34 0:17:58 0:21:08 0:20:59 0:30:05 0:34:00 0:33:05 0:36:43 0:33:55 0:32:58 0:40:10 0:19:10 0:33:45 13 0:19:45 0:20:04 0:22:38 0:24:09 0:19:16 0:21:23 0:21:38 0:33:33 0:32:20 0:38:47 0:39:49 0:33:29 0:41:17 0:38:05 0:21:00 0:36:01 14 0:19:42 0:23:00 0:20:59 0:21:43 0:20:33 0:22:30 0:20:45 0:33:33 0:42:02 0:32:01 0:36:58 0:34:25 0:43:47 0:36:52 0:21:13 0:36:49 15 0:20:00 0:21:21 0:23:25 0:21:19 0:19:59 0:20:54 0:20:49 0:33:48 0:38:25 0:37:23 0:37:40 0:35:29 0:37:06 0:32:58 0:21:08 0:36:05 16 0:22:06 0:21:18 0:20:05 0:21:10 0:16:48 0:23:02 0:22:22 0:38:21 0:37:01 0:35:47 0:38:34 0:27:15 0:41:06 0:38:37 0:21:12 0:37:02 17 0:19:25 0:18:10 0:17:16 0:18:05 0:16:33 0:22:23 0:19:41 0:31:14 0:34:26 0:30:31 0:34:42 0:33:25 0:39:35 0:36:03 0:18:50 0:33:51 18 0:24:17 0:22:32 0:24:13 0:21:55 0:23:43 0:26:48 0:25:45 0:39:54 0:37:16 0:42:36 0:39:06 0:43:18 0:52:15 0:50:22 0:24:03 0:42:52 19 0:21:12 0:20:02 0:19:39 0:19:41 0:20:32 0:19:54 0:20:43 0:36:08 0:39:03 0:36:17 0:37:09 0:39:16 0:39:06 0:38:36 0:20:17 0:37:49 20 0:19:51 0:23:15 0:21:15 0:21:43 0:17:29 0:20:26 0:22:47 0:31:58 0:41:00 0:36:37 0:35:52 0:34:06 0:41:26 0:47:40 0:21:07 0:37:41 21 0:21:44 0:27:39 0:19:36 0:23:41 0:19:07 0:19:24 0:18:48 0:32:12 0:44:25 0:34:28 0:41:43 0:38:37 0:40:14 0:38:01 0:22:15 0:38:13 22 0:20:30 0:23:14 0:21:40 0:19:34 0:14:00 0:18:27 0:18:09 0:32:23 0:38:58 0:41:37 0:34:42 0:30:07 0:35:22 0:40:33 0:20:00 0:36:01 23 0:20:26 0:24:08 0:20:38 0:15:38 0:16:55 0:19:00 0:16:08 0:36:52 0:45:40 0:37:11 0:33:37 0:37:26 0:44:00 0:35:08 0:19:30 0:38:50 Average 0:19:55 0:21:19 0:20:40 0:20:14 0:18:44 0:21:13 0:20:23 0:32:51 0:36:53 0:35:01 0:36:20 0:35:09 0:39:39 0:38:12 0:20:24 0:35:58 71 Sierra Madre Police Department
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Chart 13 provides a visual illustration of the Rule of 60 – Part 2 – for the seven-year trend. Total service time is consistently below the Rule of 60 throughout the 24-hour period. As mentioned earlier in the report, the workload Meliora PSC is able to analyze does not include specific details of the administrative time where officers were writing reports, following up on investigations, meal breaks, etc. Had that data been available, the primary unit average occupied times as well as maximum total service time workload would have increased.

CHART 13: Average Occupied Time for Community-Initiated and Field Initiated Records, 2017-2023 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
0123456789
1011121314151617181920212223
Average
Total Event Duration(Tranformed) Total Service Time Rule of 60 72 Sierra Madre Police Department
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RULE OF 60 – PART 3
When interpreting the workload by hour, the total service time should not exceed 60 minutes per hour based on the Rule of 60 guidelines. Such a result would indicate the event would spill into the next hour potentially compounding resource issues and was not present in this case.

The fact the overall total service time provides the maximum service time and due to the SMPD falling within the Rule of 60 – Part 1 guideline, and the majority of total service time falling below the Rule of 60 – Part 2 threshold, most calls and activity also fall within Rule of 60 – Part

3. The Rule of 60 staffing analysis is a valuable benchmark to determine staffing, but should also be included with other factors. Therefore, officer activity totals were examined to ascertain the activities handled per day and subsequently per officer.

Table 17 below breaks out calls for service data as well as specific activities which are part of calls per day. If we assume officer activity is handled equally, and 9 officers were assigned in patrol for 155 shifts (182 possible shifts in a year less 15 percent due to time off as mentioned earlier), the following breakdown illustrates the activities per day and per officer.

TABLE 17: Officer Activity Totals, Per Day, 2023
Activity Total Activity Per Day Per Officer per Year Per Officer per Shift All calls for service 6,624 18.15 736.00 4.75
Community-initiated calls 4,598 12.59 510.89 3.30
Field-initiated calls 2,026 5.55 225.11 1.45
Reports 576 1.58 64 0.41
Traffic Stops 957 2.62 106.33 0.69
Citations 582 1.59 64.67 0.42
Arrests 34 0.09 3.78 0.03
Parking Citations 989 2.71 109.89 0.71
The table above illustrates the average officer activity level as follows:
§ 6,624 total calls per year = 736.00 total calls per officer per year or 4.75 calls per shift. § 4,598 community-initiated calls = 510.89 community-initiated calls per officer per year or 3.30 community-initiated calls per shift.
§ 2,026 field-initiated calls = 225.11 field-initiated calls per officer per year or 1.45 fieldinitiated calls per shift. § 576 reports = 64 reports per officer per year or 0.41 per shift (nearly one report every other shift).
§ 957 traffic enforcement = 106.33 traffic enforcement activities per officer per year or

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§ 582 citations = 64.67 traffic citations issued per officer per year or 0.42 citations per shift (nearly one citation every other shift).
§ 34 arrests = 3.78 arrests per officer per year or 0.03 arrests per shift (nearly one arrest every three months).

These estimates are on the high side since not all activities are conducted by officers. Sergeants and command staff occasionally handle calls for service, write citations and conduct traffic enforcement activities, so including them would have reduced the average per officer, albeit insignificantly.

Based on the activity breakdown in Table 17, and the seven-year trend for average workload of the primary officer of 14:30 minutes coupled with the average total service time of 24:24 minutes depicted in Chart 13, patrol is properly staffed to handle calls for service.

TRAINING LEAVE
As noted in the Rule of 60 and activity levels along with Meliora PSC’s observations and meetings during the site visit, SMPD is slightly understaffed and uses part-time officers to handle the workload and activities. Currently, all allotted sworn positions are filled.

However, there is another key aspect impacted by staffing which is training. The field of policing requires peace officers to not only be adequately trained, but trained to a high level. The trend in the policing industry of officers having less tenure in patrol due to attrition is not isolated to SMPD. Hence, the importance of being properly staffed in order to allow officers and supervisors to attend ongoing training is critically important. As we noted in the minimum staffing portion of the report, SMPD is understaffed by two sworn officer positions in patrol.

With an average tenure of 2.8 years of experience, there is a need for more training to ensure solo patrol officers are provided the resources and training to grow their efficacy more quickly.

As such, training leave may increase as compared to the past when SMPD officers were more tenured.

Field Training Program
The Field Training Program (FTP) is one of the most crucial functions in any police department.

The purpose of the FTP is to train new officers so that each is prepared to function as a solo beat officer at the conclusion of their training cycle. All new officers, and those hired as lateral officers from another law enforcement agency, attend one of several local public safety training academies that are approved California POST Basic Academies. The academy provides the minimum training requirements for California. After successfully completing the academy, newly-trained officers are assigned to a field training officer (FTO).

Experienced officers are selected as FTOs to train police academy graduates and lateral officers.

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understanding of the department’s vision, philosophy, and operational processes. Field training officers have the dual responsibility of providing police service in their assigned beats, as well as conducting training and evaluations of new officers.

The FTP is intended to facilitate an officer’s transition from the academic setting to the performance of general patrol duties. Although an officer graduating from the academy has received a thorough introduction to basic police subjects, that officer cannot be expected to immediately assume the full responsibilities of an experienced officer. Newly assigned officers must receive additional training in the field where they can learn from officers who have a great deal of practical patrol experience. Trainees are evaluated and must display learning comprehension and apply what is taught. The FTP introduces a newly assigned officer to the personnel, procedures, policies and purposes of the department.

SMPD entry level officers shall be required to successfully complete the FTP, consisting of 18 weeks. Policy § 418 states the program is 10 weeks, but the POST manual states 18 weeks; hence, the policy needs to be reconciled. Policy § 418.5 states, “The training period for a lateral officer may be modified depending on the trainee’s demonstrated performance and level of experience.

The FTP program is divided into four phases:
§ Phase one, the introductory phase consists of the orientation periods (of at least one week) followed by several weeks of instruction and training. § Phase two is more complex than the first phase and is the phase where trainees become more adept with their new role.
§ Phase three is the last phase of formal training.
§ Phase four is the test phase.

This last phase includes a period where the FTO “shadows” (observes) the trainee officer prior to being released as a solo patrol officer.

SMPD Policy § 418.7 states, “All documentation of the Field Training Program will be retained in the officer’s training files and will consist of the following: (a) Daily Observation Reports, (b) Remedial Training Assignment Worksheets, (c) Supervisor Bi-Weekly Reports, (d) End-of-phase Reports, (e) POST Competency Requirements - Sign-Offs, and (f) A Certificate of Completion certifying that the trainee has successfully completed the required number of hours of field training program.”
Offering trainees access to other functions within the department gives them a foundational understanding of the agency. Meliora PSC recommends consideration also be given to spending time in dispatch and records to gain an overall understanding of field operations where community members may initiate contact with the department as well as a week rotation through detectives and traffic so that officers gain a global perspective of case progression and accident investigation.
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FIELD TRAINING OFFICER SELECTION
SMPD Policy § 418 – Field Training Program – “is intended to provide a standardized program to facilitate the officer’s transition from the academic setting to the actual performance of general law enforcement duties of the Sierra Madre Police Department.” SMPD’s policy says that an FTO is “an experienced officer trained in the art of supervising, training, and evaluating entry level and lateral police officers.” Meliora PSC recommends SMPD to establish a list of FTO qualifications for potential candidates in their policy. FTO qualifications could include:
§ Possess the technical knowledge necessary for the successful job performance of a police officer. He/she shall be particularly adept at preliminary investigation and report writing, be conversant with the law, and aware of his/her policing responsibilities. § Be skilled in interpersonal relations. He/she must be able to work with people under a wide variety of circumstances and be able to recognize and successfully manage potentially violent situations.
§ Possess the verbal, writing, and teaching skills required to be an FTO. § Able to perform in a coach-pupil relationship and evaluate others objectively. § Possess a desire to participate and exhibit a commitment to the goals of the FTO Program and the Department.

The following selection process is included in SMPD’s Policy § 418.2.1:
(a) Desire to be an FTO
(b) Minimum of two years of experience and be off probation (c) Demonstrated ability as a positive role model
(d) Participate in an internal oral interview panel
(e) Evaluation by Supervisors
Meliora PSC encourages SMPD to include the following in the selection process of the policy. § The degree to which the applicant officer possesses the qualifications listed above. § Possess a POST Basic certificate.

Prior to being assigned as an FTO, the training officer is required to successfully complete the POST 40-hour FTO Course. Furthermore, every three years all FTOs must successfully complete the POST 24-hour FTO Update Course, which is mandated by 11 CCR § 1004. California Penal Code § 13515.28 mandates all FTOs meet crisis intervention behavioral health training (CIT).

SMPD is complimented for including these provisions in the existing policy and ensuring all FTOs are complying. The department indicated that all FTOs have attended the POST 40-hour FTO Course as this is a pre-requisite to training, and all but two FTOs are current on the three-year FTO Update Course. During the course of the organizational assessment process, the two FTO’s out of compliance are now in compliance. All FTOs have attended 8 hours of mental health/crisis intervention behavioral health training. In addition to the above courses, SMPD is commended as they also send their FTO’s to the following training: FTO Field Supervisor course, Basic Officer Involved Shooting for First Responders course and the California Police Officer Association three-day symposium.
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SUPERVISION
The FTP Supervisor is a critical role in any police department. Since the FTOs help new officers assimilate to the policies, procedures and practices of the organization, they also have a strong influence on department culture. As such, the FTP supervisor is key to ensuring the culture that new officers learn is consistent with a contemporary police organization seeking to evolve to best practices and committed to ongoing improvement. Policy § 418.3 – Field Training Officer Program Supervisor – responsibilities are described as:
(a) Assignment of trainees to FTOs.
(b) Conduct FTO meetings.
(c) Maintain and ensure FTO/trainee performance evaluations are completed. (d) Maintain, update, and issue the Field Training Manual to each trainee. (e) Monitor individual FTO performance.
(f) Monitor overall FTO Program.
(g) Maintain liaison with FTO coordinators of other agencies. (h) Maintain liaison with academy staff on recruit performance during the academy. (i) Develop ongoing training for FTO.

The FTO sergeant role is a collateral duty for a patrol sergeant. Meliora PSC learned there is one FTO sergeant, who is responsible for all recruit police officer trainees in the department.

Although not included in the SMPD FTO Program policy, the FTO sergeant routinely oversees the following:
§ Responsibility for the direct supervision of the FTO Program. § Manage day-to-day scheduling issues that relate to FTO/trainee assignments. § Monitor individual FTO performance.

In addition to supervisory oversight of trainee officers, there are additional administrative duties to ensure the proper oversight of the program. Meliora PSC recommends these additional administrative duties and responsibilities be added to the Field Training Officer Program policy.

The FTO Program supervisor is required to complete a POST-approved Field Training Administrator’s Course within one year of appointment to the position, as mandated by 11 CCR 1004(c). SMPD’s FTO Supervisor has attended this course.

The FTO Administrator is normally filled by a lieutenant; however, SMPD does not have a lieutenant position so these duties are handled by the Captain. The Captain attended the FTO Coordinator course several years ago. Per SMPD Policy § 418.6.3 – Field Training Administrator, “The Field Training Administrator will review and approve the Daily Observation Reports submitted by the FTO through his/her immediate supervisor. The Daily Observation Reports are not official until approved by the Field Training Administrator.” Earlier in the report, Meliora PSC recommended that SMPD return the Lieutenant position. Also mentioned earlier, the Captain is tasked with numerous responsibilities that lessen a more adequate span of control; this is an example of a responsibility that could be overseen by a lieutenant. 77 Sierra Madre Police Department
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With regard to FTO ongoing training, Meliora learned that in practice, FTO meetings are held once a month unless there are no police trainees in the FTP. The meetings occur with the FTOs and FTO supervisor and cover reviewing the Daily Observation Reports and trainee progress, expectations for different phases, Standardized Evaluation Guidelines (SEGs), and any necessary and/or contemporary FTP training. Meliora PSC learned that FTP monthly meeting agendas are not provided. Meliora PSC recommends input from the FTOs be sought prior to the meeting and included in the monthly FTP meeting agenda, which should be retained for documentation purposes. The meetings occur in person or on zoom, depending on FTP personnel’s schedule.

SMPD is commended for using technology to ensure monthly meetings occur.

FTP OUTCOMES
Table 18 reflects SMPD is committed to creating a positive training environment and police officer trainee success rates improved from 2020 to 2023.

TABLE 18: FTO Program Results, 2019-2023
2019 2020 2021 2022 2023
Sworn FTOs 3 3 5 5 7
Sworn Officer Trainees 1 3 2 3 3
Officer Trainees Passing FTO 1 1 2 3 3
Passing Percentage 100% 33.3% 100% 100% 100%
Dispatcher CTOs 2 3 3 3 3
Dispatch Trainees 1 1 0 2 1
Dispatch Trainees Passing CTO 1 1 0 1 1
Passing Percentage 100% 100% N/A 50% 100%
Source: Sierra Madre Police Department.

The department, and in particular, the FTP sergeant and FTOs are to be commended for their commitment to the FTP program rather than treating the FTP as a “rite of passage” evaluation process. Rather, FTOs work with their respective trainees to determine their suited adult learning style (auditory, visual, experiential, etc.) to maximize the learning environment and opportunity for success.

FTP MANUAL
SMPD uses POST’s Field Training Manual (Volume 1) and the Standard Evaluation Field Training Guide (Volume 2) as their FTP Manual, including the forms to document training. The FTP Manual includes various sections within the manual to provide the opportunity to include agency specific activities. SMPD’s Field Training Program guide was approved by POST in December 2021. Meliora PSC recommends the FTO Manual be reviewed annually to ensure compliance with statutes and best practices.
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FTO RECOMMENDATIONS
§ Consider having trainees spend time in dispatch, records, detectives, and traffic. (Recommendation #12)
§ Update the FTO policy to include a list of FTO qualifications for potential candidates. (Recommendation #13)
§ Include the additional administrative duties and responsibilities in the Field Training Officer Program policy. (Recommendation #14)
§ Seek input and provide monthly FTP meeting agendas to be retained. (Recommendation #15)
§ Review the FTO Manual annually to ensure compliance with statutes and best practices. (Recommendation #16)
School Outreach
The United States Department of Justice defines school resource officers (SRO) as a sworn law enforcement officer responsible for the safety and prevention in schools. In California, SROs are typically employed by a local police department or sheriff’s office and collaborate closely with school administrators to create a safer environment for both students and staff.

SRO’s typically have additional duties, including mentoring and conducting presentations on youth related topics. They are often responsible for conducting threat assessments at school and formulating a rapid response emergency plan, which is readily available to first responders, including dispatchers. California Penal Code § 832.2 and § 832.2 (f), (g), and (h) set the standards for SRO training in the state. California POST offers training courses for SROs and tracks attended training.

SMPD is not budgeted for any SRO positions, instead patrol officers complete SRO duties while on duty and as a co-lateral duty. SMPD patrol officers do not attend SRO courses. Adding two officers, mentioned earlier in the report, would also enable SMPD to collaborate more closely with the schools and school board.

The City of Sierra Madre has five schools patrolled by SMPD: four mixed private elementary and middle schools and one public middle school.

SRO programs can play a key role in maintaining and increasing safety in schools and the community. If SMPD had an SRO program, the police department and schools would benefit from developing a Memorandum of Understanding (MOU) to clearly document the roles, responsibilities, and expectations of the SROs, school officials, students and parents. SMPD could consider developing an MOU with the school district/schools in their city.

SROs can play a key role; the alliances built with school administrative staff, teachers, and students are critical to school safety and crime prevention. The use of SROs is also seen as an investment in youth by way of mentoring and building trust. 79 Sierra Madre Police Department
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SMPD is complimented for the school partnerships even though a formal SRO program does not exist. During the site visit and ride alongs, it was clear that patrol officers work to build contacts with school administrators and participate in school activities that enhance the police-school partnership. This includes actively patrolling the schools in the City and providing presentations on active shooter and personal safety. Meliora PSC encourages the SMPD to consider increasing patrol officers and the professional staff (e.g. community service officer) assigned to their community outreach unit and have these positions work more closely with the schools. For further information about community outreach see the community services section of this report.

Traffic
Traffic safety and the efficient flow of traffic are always key factors for any community. Per SMPD Policy § 500 – Traffic Function and Responsibility – the goal of traffic law enforcement is to reduce traffic collisions. Contemporary police agencies accomplish this by applying the three E’s: education, enforcement, engineering. Policy section, § 500.3.1, outlines warning citations where the public can be educated for violations that may be inadvertent.

Consistent with similarly sized police agencies, SMPD deploys one full-time traffic officer. Patrol Officers also do their part by making traffic enforcement an area of focus while on patrol.

STAFFING, SCHEDULE AND SUPERVISION
TABLE 19: Traffic Staffing, FY 2022-23
FY 2022/23 Authorized Actual Vacant
Officer 1 1 0
TOTAL 1 1 0
SOURCE: Sierra Madre Police Department.

The sole traffic/patrol officer predominately works day shift from 6:00 a.m. to 6:00 p.m.

Monday through Thursday. The traffic position work schedule is flexible depending on current traffic data, community traffic concerns and/or city special events where traffic congestion is expected; there are times the traffic officer works a Friday, Saturday, or Sunday and adjusts his work hours. Although the traffic officer’s main responsibility is traffic management and is responsible for investigating comprehensive traffic accidents and all hit and run cases, he assists to fill minimum staffing in both patrol and dispatch when necessary. Staff indicated that due to staffing being at minimum frequently, the “traffic” officer is not deployed for traffic purposes rather for patrol functions. Adding two patrol officers to the budget will minimize or eliminate the use of the traffic officer being used for patrol duties. Meliora PSC encourages SMPD not to use the traffic officer to fill in for dispatch for extended hours or days as their work classifications are different as well as their POST mandates are different. A patrol sergeant supervises the traffic officer.
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SMPD does not have stand-alone traffic management software which could produce a report or analytics to mitigate frequent traffic accident locations and help address community traffic concerns. SMPD is encouraged to inquire with their CAD/RMS vendor (EIS) to see if they offer such a module. Due to the small community size, the traffic officer relies upon his experience, SMPD’s summary motor vehicle accident location data, tickets/citations issued by category, and the JAMAR law enforcement radar speeding complaint management system. See the traffic equipment section below for further information on the use and helpfulness of the JAMAR system.

Furthermore, with current traffic collision trend data, the traffic officer could be a conduit of information for patrol officers so the department could be more responsive to traffic safety in the community.

SELECTION
Per Policy § 1002 – Special Assignments, the selection process for traffic officer is based on experience and interest provided in a memo that is then provided to the Chief via the chain of command. The traffic officer was selected based on his traffic experience from working patrol, his interest in the position and following the guidelines of SMPD’s specialty position selection process. During Meliora PSC’s site visit, it was evident that the traffic officer has extensive knowledge and historical information relative to Sierra Madre’s traffic data information and acquisition and use of their traffic equipment.

TRAFFIC TRAINING
A review of department training records indicated the traffic officer attended the POST basic accident investigation 40-hour training and the POST traffic intermediate investigation 40-hour training. The traffic officer has also attended the following training: vehicle racing, bike patrol, data master course, radar and radar-laser training. Meliora PSC recommends the traffic officer attend advanced traffic investigation.

Due to the importance of traffic safety and accident investigations, some POST police academies include this course within the basic police academy. Meliora PSC inquired if other SMPD personnel have attended the 40-hour traffic collision investigation training; we learned two of the four sergeants have attended the course. Due to the importance of keeping the community safe, the department’s commitment to ensuring officers are trained in traffic investigations is in keeping with best practice. Meliora PSC learned the department intends to send more officers; however, this as well as other training courses are backlogged due to limitations imposed on attending training due to staffing and budget.

The 40-hour basic accident investigation course is a pre-requisite to other traffic collision courses, including intermediate and advanced collision investigation courses. Additionally, digital crime scene documentation as well as specialized collision training to include auto- 81 Sierra Madre Police Department
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pedestrian and motorcycle collision investigation is preferred. Meliora PSC encourages SMPD consider sending officers to intermediate, auto-pedestrian, and motorcycle collision investigations.

The nature of traffic collision investigation does not require a sworn peace officer to conduct the investigation. In fact, several police agencies use professional staff members to conduct traffic collision investigations. Professional staff traffic collision investigations can be handled by professional staff field personnel. In SMPD’s case a Community Service Officer (CSO) could be utilized. By including a vast array of services, the department can establish a professional staff career track for upward mobility in the future as well as cost-savings where professional staff are adept at handling the same or similar duties of a sworn officer. Meliora PSC recommends CSOs be trained in basic traffic collision investigations to assist in handling, particularly, noninjury traffic collisions.

Major traffic collisions require a qualified team to conduct extensive investigations.

Contemporary police agencies recognize that fatal traffic collisions are an unattended death that could be determined to be an accident, or in some cases, an actual crime ranging from manslaughter to homicide. As such, experienced investigators and crime scene specialists must be well trained and available to respond to such incidents. The City of Sierra Madre is fortunate to have had none over the past several years. Due to the small number of fatal traffic collisions, the department’s practice is to seek mutual aid through the California Highway Patrol MAIT (Multidisciplinary Accident Investigation Teams) to be the lead agency for high-level traffic incidents and fatal traffic collision investigations is warranted. SMPD Policy § 501.4.5 – Traffic Collisions on Roadways or Highways – indicates traffic collision reports shall be taken when they occur on a roadway or highway within the jurisdiction of the SMPD under any of the following circumstances: (a) When there is a death or injury to any persons involved in the collision (b) When there is an identifiable violation of the Vehicle Code (c) When a report is requested by any involved driver. Meliora PSC recommends Policy § 501 be updated to include contacting the California Highway Patrol to conduct fatal traffic accident investigations, a sound practice due to the low number of fatal traffic collisions.

TRAFFIC DATA AND MANAGEMENT
TABLE 20: Traffic Statistics by Year, 2019-2023
2019 2020 2021 2022 2023
Total Calls for Service 97 78 93 95 75
Traffic Reports Written 47 40 40 55 38
Source: Sierra Madre Police Department.
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TABLE 21: Traffic Collision Calls for Service; 2019-2023. 2019 2020 2021 2022 2023 % Change
2022-2023
V.C. 20001(a)
Hit and Run ; Felony
0 3 0 1 0 Decrease 100%
V.C. 20002(a)
Hit and Run, Misdemeanor
18 9 12 12 11 Decrease 8.33%
DUI
Driving while Under the Influence
0 1 0 2 0 Decrease 200%
Private Property 1 2 0 1 0 Decrease 100%
Non-Injury 64 50 69 59 50 Decrease 15.25%
Injury 14 13 12 20 14 Decrease 30%
Fatalities 0 0 0 0 0 No Change
Total Calls for Service 97 78 93 95 75 Decrease 21.05%
Source: Sierra Madre Police Department.

TABLE 22: Traffic Collisions by Day of the Week by Year; 2019-2023 2019 2020 2021 2022 2023
Sunday 5 2 5 6 4
Monday 5 5 5 7 4
Tuesday 3 6 6 9 2
Wednesday 8 7 6 4 8
Thursday 5 9 4 7 4
Friday 13 4 5 11 7
Saturday 4 6 4 8 6
Total Reports Taken 43 39 35 52 35
Source: Sierra Madre Police Department.

Table 22 total numbers of traffic collisions by day for 2019-2023 is not consistent with the traffic statistics by year, Table 20. Meliora PSC brought this to the attention of SMPD in an attempt to address the issue. Early accounts revealed that it may be how the call was entered by dispatch and/or how the officer entered the type of report. For example, the non-injury hit and run cases may also be showing up in the count for non-injury non-hit and run cases.

Meliora PSC recommends SMPD collaborate with their vendor EIS to correct the issue and/or give additional training to staff to ensure calls by officers and dispatchers are being entered consistently. The table below represents the top ten collision locations in Sierra Madre. 83 Sierra Madre Police Department
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TABLE 23: Top 10 Traffic Collision Locations, 2019-2023 2019 to 2023
Baldwin Ave./Orange Grove Ave. 8
Sierra Madre Blvd. / Michillinda Ave. 5
Sierra Madre Blvd. / Mountain Trail Ave. 5
Sierra Madre Blvd. / Baldwin Ave. 3
Sierra Madre Blvd. / Lima St. 3
Sierra Madre Blvd. / Holdman Ave. 3
Orange Grove Ave. / Michillinda Ave. 3
Orange Grove Ave. / Mountain Trail Ave. 3
Lima St. / Montecito Ave. 3
Santa Anita Ave. / Amo Dr. 3
Source: Sierra Madre Police Department.

Of the ten top traffic collision locations, one was significantly higher, Baldwin Avenue and Orange Grove Avenue, with a total of eight traffic accidents; no citations were issued in 2022 and 2023 at that intersection.

The second highest two traffic collision locations: Sierra Madre Blvd./Michillinda Ave. and Sierra Madre Blvd./Mountain Trail Ave.) had five each. One of those locations , Sierra Madre Blvd. and Mountain Trail Ave., was a top 2022 and 2023 enforcement location. The other , Sierra Madre Blvd. and Michillinda Ave., was a 2023 top enforcement section.

The fourth through tenth top traffic collision locations had three traffic accidents each and two of those locations were a top 2022 and 2023 enforcement location, Sierra Madre Blvd. and Baldwin Ave. and Sierra Madre Blvd. and Lima St.

SMPD’s traffic education and enforcement efforts should be focused on areas where traffic collisions occur with an emphasis on the primary collision factors. Social media may be a useful education tool.
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TABLE 24: Top Eleven Traffic Enforcement Locations, 2022 -2023 2022 2023
Sierra Madre Bl. / Hermosa 12
Sierra Madre Blvd. / Baldwin Ave. 4 5
Sierra Madre Blvd. / Mountain Trail Ave. 6 4
Sierra Madre Blvd. / Lima St. 3 2
Baldwin Ave. / Highland Ave. 2
Grandview Ave. / Auburn Ave. 2
Sierra Madre Blvd. / Sunnyside 6 2
Baldwin Ave./Orange Grove Ave.

Sierra Madre Blvd. / Michillinda Ave. 3
200 Blk. N. Michillinda 3
Sierra Madre Blvd. / Auburn Ave. 3
Source: Sierra Madre Police Department.

TABLE 25: Hit & Run Traffic Collisions, 2018-2023
Year
Property
Damage
Injury
Collisions
Fatal
Accidents Total Collisions
2019 18 0 0 18
2020 10 2 0 12
2021 10 0 0 10
2022 11 1 0 12
2023 11 0 0 11
Source: Sierra Madre Police Department.

TABLE 26: Traffic Citations, 2019-2023
2019 2020 2021 2022 2023
Traffic Hazardous 837 484 869 692 439
Non-Traffic 52 76 83 65 51
Traffic Non-Hazardous 43 41 60 43 74
Traffic Non-Correctable, Non-Hazardous 123 116 90 24 17 Warnings 34 27 13 1 1
Administration 1 0 0 0 0
TOTAL 1,090 744 1,115 825 582
Source: Sierra Madre Police Department.
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TABLE 27: Traffic Citations (Limited Violation Breakdown), 2019-2023 2019 2020 2021 2022 2023
V.C. 22350 – Speeding 355 146 445 245 123
V.C. 22450 (a) – Stop Sign 183 143 161 272 200
V.C. 12500 (a) – Unlicensed Driver 64 54 61 25 32
V.C. 14601 –
Driving with a Suspended License
25 33 18 19 13
V.C. 22102/21461(a)
Making a U-turn in a Business District /
Disobedience to a traffic control device
256 173 190 105 38
DUI
All V.C. sections and both Alcohol and Drugs
12 6 42 11 1
Source: Sierra Madre Police Department.

Department staff noted that there were a few factors that contributed to statistic decreases such as COVID, various legislative changes, and the traffic officer assigned to other assignments and/or filling in for minimum staffing.

TABLE 28: Top 10 Primary Collision Factors, 2019-2023
2019 to 2023
V.C. 2002 (a) – Hit & Run, Misdemeanor 13
V.C. 22450 (a) – Stop Sign 9
V.C. 21800 (a) – Yield to Right of Way 8
V.C. 21801 (a and b) – Turning Left or making a U-turn to the left
8 V.C. 22106 – Starting a vehicle stopped, standing, or parked on a highway
6 V.C. 21802 (a) – Stop at intersection with stop signs and yield to motorist already at the intersection
5 V.C. 22350 – Speeding 5
V.C. 21950(a) – Yield to pedestrian in crosswalk 4
Medical 4
Unknown 3
Source: Sierra Madre Police Department.

There is no industry standard for the number of citations to be issued by an officer and quotas are explicitly prohibited by law. SMPD is to be commended for including this information in Policy § 500.3 – Enforcement – it states the department does not establish ticket quotas and 86 Sierra Madre Police Department
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the number of arrests or citations issued by any officer shall not be used as the sole criterion for evaluating officer overall performance (Vehicle Code § 41603). However, the department can expect time and effort be directed at traffic collision mitigation efforts to include stopping violators and either educating or issuing the driver a citation.

OFFICE OF TRAFFIC SAFETY
In 2022 SMPD was awarded an Office of Traffic Safety (OTS) grant for $30,000. The purpose of the grant was to mitigate DUI’s and distracted drivers, provide community traffic education, and the education of traffic incidents by placing a decoy vehicle around the City and the use of electronic information boards.

TRAFFIC COMPLAINTS
Meliora PSC inquired about the process for community members to request traffic enforcement in their neighborhood or report a traffic concern in the City of Sierra Madre. Staff indicated that traffic enforcement requests may be made through calling the department or requested online through the SMPD website. Each community traffic complaint, whether received by phone or via e-mail, is entered as a call for service regarding the primary location and nature of the complaint. Calls are closed out stating the result of the call; for example: citation issued or other information. Tracking community traffic concerns separately could present an opportunity for the department to be more strategic and efficient when receiving tips and/or concerns related to traffic safety in the City. The traffic complaints could be compared to traffic collision locations as a means to enhance safety. Meliora PSC recommends SMPD establish a traffic complaint code in CAD exclusively for citizen traffic complaints tracking and management.

Meliora PSC recommends a process be developed that builds upon the calls and/or emails requesting extra traffic monitoring and enforcement. The system should include a searchable database so that monthly, quarterly, and annual reports can be added to a management dashboard that illuminates traffic safety issues throughout the year. The information should also be part of the sergeants’ responsibilities in briefings to inform the patrol officers of hot spot areas to be monitored and addressed. Disposition codes should be updated in CAD so that outcomes such as monitored area, citation issued, and/or warned could be included for data mining /tracking in the future. By creating a process to track traffic-related complaints by category and include the department’s response, this information could also be useful in bringing closure to the calling party as a means to continue building trust as a responsive 21st century police agency.

EQUIPMENT
In 2015, SMPD acquired JAMAR Technologies traffic data collection equipment, including the Black Cat radar unit. During Meliora PSC’s site visit the traffic officer was professional and 87 Sierra Madre Police Department
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knowledgeable regarding the use, deployment, deployment history, and quality control use of JAMAR technology. The system is used and placed in a variety of locations such as high traffic collision locations or community traffic complaint locations. The compact movable system takes under 10 minutes to set up by attaching it on a street pole and left to acquire traffic data which is remotely sent to SMPD. During the site visit, Meliora PSC observed the traffic officer logged onto the system and showed a sample of an actual speed enforcement evaluator report. In addition to the traffic safety data, the system provides useful information and surveys for the Traffic Engineering Department. SMPD is complimented for using such a robust form of technology in an effort to be proactive in traffic enforcement, engineering, and safety.

TRAFFIC RECOMMENDATIONS
§ Assign the traffic officer to attend an advanced traffic accident investigation course. (Recommendation #17)
§ Assign the CSOs to attend training in basic traffic collision investigations. (Recommendation #18)
§ Update Traffic policy § 501 to include contacting the California Highway Patrol to conduct fatal traffic accident investigations. (Recommendation #19) § Collaborate with their CAD/RMS vendor to correct the traffic statistic discrepancy and/or give additional training to staff to ensure calls by officers and dispatchers are being entered consistently. (Recommendation #20)
§ Establish a traffic complaint code in CAD exclusively for citizen traffic complaints tracking and management. (Recommendation #21)
§ Develop a process and tracking log that builds upon the calls and/or emails requesting extra traffic monitoring and enforcement. (Recommendation #22) Parking Enforcement
The City of Sierra Madre currently has a professional services agreement with Inter-Con Security Systems, Inc. (Inter-Con) for their parking enforcement needs. The contract services with Inter-Con expired June 30, 2024, and as of July 1, 2024, renews on a month-to-month basis. Inter-Con provides the personnel to perform the services for parking enforcement. Each employee hired to perform contract services for SMPD has been through a background screening, physical examination and drug screening by Inter-Con. The Department of Justice also mandates them to complete the California Law Enforcement Telecommunications System test bi-annually conducted by SMPD personnel. Per the contract, the Parking Enforcement Officer (PEO) schedule is Tuesday through Saturday from 11:00 a.m. to 4:00 p.m., five hours per day and 25 hours per week, for a total of 1,300 hours annually.

The billing rate for this position is $32.10 per hour with an overtime rate of $48.15 per hour.

Inter-Con’s services cannot exceed $41,730.00 unless specifically approved in advance and in writing by the City. The actual compensation for the PEO position is $17.75 per hour. Rate modifications, when they occur, are performed as equal pay and bill increases based on rate 88 Sierra Madre Police Department
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markup. It is Inter-Con’s policy to follow local minimum wage changes as they occur. A review of parking citations issued by Inter-Con shows a decrease as reflected in Table 29 below.

TABLE 29: Inter-Con Parking Citations Issued, 2021-2023 2021 2022 2023
1,548 311 297
Source: Sierra Madre Police Department.

Regardless, the productivity level provided by Inter-Con Security Systems, Inc. should also be examined, as the number of citations written has decreased 81 percent over the last three years. In 2023, Inter-Con issued 1.14 citations a workday. In light of this, SMPD may consider applying the $41,730.00 contract amount to a Community Services Officer (CSO) to assist with parking citations, non-injury traffic collision investigations and other duties as needed. Of note, the fully burdened hourly rate of $17.75 per hour does not consider parking cite smartphone technology, radio, vehicle/bike, and camera.

EQUIPMENT
All equipment for the parking enforcement officers is provided by Inter-Con including the utilization of smartphone technology. These phones are installed with Inter-Con software that enables digital timekeeping, GPS tracking of security personnel, and virtual performance inspections offered by a 24/7 Security Operations Center located in Pasadena, CA. Inter-Con also provides a bicycle for the PEO. Currently, they utilize an electric bike. The PEO is issued a uniform that SMPD pays for that consists of a parking polo with City name, black pants, a jacket, parking safety vest, black leather belt, shoes, ball cap and an Inter-Con badge.

REVENUE
The following table is the parking citation counts for the City of Sierra Madre.

TABLE 30: City of Sierra Madre Parking Citation Totals, 2019-2023 Year 2019 2020 2021 2022 2023
Citations Issued 548 307 1741 1142 989
Closed Counts by Year
(Paid, dismissed or voided) 448 151 988 807 568
Contested Cite Count 63 43 232 172 165
Source: Sierra Madre Police Department.

Meliora PSC reviewed the contract with Inter-Con Security Systems, Inc. and Phoenix Group.

Any revenue made from parking citations issued by Inter-Con parking, parking citations issued by SMPD officers, and overnight parking permits is deposited in the City budget not the police department budget.
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The City of Sierra Madre has relied on Inter-Con Security Systems, Inc. for their parking enforcement needs for several years. SMPD may benefit from transitioning to hiring a CSO or Cadet. By hiring a City employee to cite daily violators and manage parking enforcement, the City can maximize greater control over enforcement operations. This would also allow for the City to retain a larger share of the revenue generated from parking citations. § Cost savings: While initial startup costs may be incurred for hiring and training new personnel the ongoing operational expenses may be lower than paying an external vendor.
§ Accountability/Oversight: Direct oversight of parking enforcement by police personnel can allow for greater accountability and transparency in enforcement activities. City employed CSO’s would be directly accountable to police department supervisors. § Flexibility: Having a CSO or Cadet dedicated to SMPD offers greater flexibility in tailoring enforcement strategies to the City and the department, for example with parking at the “Trailhead” location. The CSO or Cadet could also assist with other patrol duties like abandoned vehicles, assisting with traffic control and/or traffic investigations, and assisting with perimeter control at police scenes.
§ Community Engagement: The department has a vested interest in building positive relationships with residents, businesses, and visitors. The presence and visibility of City employees in the community can facilitate with communication, education, and outreach efforts related to parking regulations education which could foster greater compliance with parking regulations.
§ Civilian Career Ladder: By having various CSO positions, professional staff is provided other opportunities to grow their professional experience and expertise.

Meliora PSC encourages SMPD to explore transitioning to an in-house CSO or Cadet as it offers numerous benefits for revenue generation, cost savings, accountability, flexibility, and community engagement. By hiring a dedicated City employee to manage parking enforcement activities, the City can maximize revenue retention, improve operational efficiency, and enhance public trust in enforcement practices. While the transition may require initial investments in hiring, training, and infrastructure, the long-term benefits may outweigh the costs, positioning the city for sustainable revenue generation.

PARKING ENFORCMENT RECOMMENDATION
§ Consideration should be given to bringing the parking enforcement responsibilities inhouse and adding Community Services Officer positions to provide this service in addition to possibly assisting with traffic accident investigations and other duties as needed. (Recommendation #23)
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DETECTIVES
The Detective Unit is organizationally placed within the Detectives Division, which is commanded by the Captain. Under the direction of the patrol day shift sergeant, the Detective Unit investigates all crimes that occur in the City of Sierra Madre. Policy § 200.2.3 states that the Detectives Division consists of the Investigative Bureau, Crime Analysis Unit, Property and Evidence Section, and Forensic Services. Factually the Investigations Bureau (referred to as Detectives) and the Property and Evidence Section are the only areas that are within the Detectives Division. Meliora PSC recommends Policy § 200.2.3 be amended to reflect which SMPD units, sections, bureaus exist. Additionally, Meliora PSC recommends SMPD’s patrol, traffic, and detectives be combined and renamed to Operations Section and this section be managed by a sergeant who reports to the Captain; see the Organizational Structure and Responsibility section of this report for further information.

Staffing
TABLE 31: Detective Staffing, FY 2022-23
FY 2022/23 Authorized Actual Vacant
Detective – Officer 1 1 0
Detective – Corporal 1 1 0
TRAP Detective – Corporal 1 1 0
TOTAL 3 3 0
Source: Sierra Madre Police Department.

For FY 2022-23, one detective (officer rank) staffed Detectives. Beginning April 2024, the detective unit increased by one; adding a detective, a police corporal. Detectives also have one part-time officer assigned to the unit. Detectives is supervised by the day shift sergeant, and in the new prosed organizational chart they would be supervised by the added sergeant.

Detectives are housed in one small office with two medium-sized desks and one small desk.

There is one designated interview room that has audio and visual recording capabilities; however, the technology and interview room is outdated.

Additionally, there is one SMPD corporal assigned to the Taskforce for Regional Auto Theft Prevention (TRAP), which is a Los Angeles County multi-regional task force, see TRAP later in this section of the report. The TRAP detective is stationed off-site at the regional office.

DUTIES AND RESPONSIBILITIES
Detectives conduct criminal investigations for both misdemeanor and felony crimes. The responsibility of the detective is to respond to crime scenes, case follow-up, investigations, 91 Sierra Madre Police Department
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presenting cases for prosecution and participating in court proceedings. Subpoena management is a function of Records.

SMPD Policy § 600.2 states, “It is the policy of the Sierra Madre Police Department to investigate crimes thoroughly and with due diligence, and to evaluate and prepare criminal cases for appropriate clearance or submission to a prosecutor.” Detectives are to maintain close working relationships with other agencies - local, state and federal as well as the District Attorney’s Office and other government entities.

The primary areas of responsibility of a detective include crimes against persons, financial and computer crimes, property crimes, and vehicle related crimes. The detectives concentrate on identifying, locating and apprehending criminals and fugitives, surveillance operations, authoring search warrants, serving warrants, extraditions, crime patterns and work to prevent future crimes to their community.

SMPD Policy § 318 states, “The purpose of this policy is to ensure that crime victims and witnesses receive appropriate assistance, that they are provided with information from government and private resources, and that the agency meets all related legal mandates.” Further, that “The Sierra Madre Police Department is committed to providing guidance and assistance to the victims and witnesses of crime. The members of the Sierra Madre Police Department will show compassion and understanding for victims and witnesses and will make reasonable efforts to provide the support and information identified in this policy.” Policy § 318.3 Crime Victim Liaison states, “The Detective Sergeant shall serve as the crime victim liaison (2 CCR 649.36). The crime victim liaison will be the point of contact for individuals requiring further assistance or information from the Sierra Madre Police Department regarding benefits from crime victim resources. This person shall also be responsible for maintaining compliance with all legal mandates related to crime victims and/or witnesses.”

SCHEDULE
Detectives work a 4/10 schedule, with reporting times varying from 7:00 a.m. to 5:00 p.m. One detective works Monday through Thursday, and the second detective works Tuesday through Friday. This allows for coverage during the five-day work week. Detectives may adjust their work schedule as necessary to facilitate investigative needs.

Detectives are on call for the evening hours and weekends. Typically, they are called in to handle high profile crimes such as sexual assaults, suspicious death investigations, and severe cases of child, elder abuse or domestic violence. If a homicide occurs, the on-call detective would be called in and work in coordination with the Los Angeles County Sheriff’s Office whom SMPD has a mutual aid agreement with for cases of this nature. 92 Sierra Madre Police Department
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STAFFING ANALYSIS
Accurate staffing is a key decision weighing on law enforcement leaders as they respond to their community’s needs. This dilemma is not new but is more critical in today’s current fiscal environment. Communities expect police departments to have sufficient staffing to respond to investigative calls for service adequately, efficiently, and to handle quality of life issues appropriately.

SMPD recently added an additional detective; Meliora PSC concurs with this and supports the decision to do so. Adding the additional detective gives both detectives time to devote to workable investigations while maintaining the goal of victim contact. SMPD also has a part-time officer assigned to detectives. Another benefit of having two detectives is for officer safety reasons; two detectives responding to conduct investigative follow-up including contacting potential suspects is advised. The part-time detective provides professional support by answering the detective phone calls, handles Missing Person’s follow ups, and at times serves as the Crime Victim Liaison. This part-time officer could also assist with district attorney court runs.

SELECTION
When an opening in Detectives arises, SMPD’s specialty assignment process takes place. See Specialty Assignment section of this report for further information on selection and rotation information.

TRAINING
All Detectives complete a formal training program upon assignment within the unit. Once assigned to the Investigations Division, a new detective must attend the required California P.O.S.T. Basic Investigations course. They also attend other training specific to their assignment to assist them in their expertise and capabilities such as Sexual Assault, Domestic Violence, Kids in Peril: Exploitation, Abuse and Death, Interview and Interrogation, Communication, Environmental crimes, Courtroom Testimony, Mental Health, and Computer Crimes.

There is no published Detective manual. Detective manuals prove to be extremely helpful to not only newer detectives, but those detectives who are faced with a situation they may never have handled before such as writing a search warrant on a specific crime. It also can be helpful to sergeants (and lieutenants) newly assigned to the section. Meliora PSC recommends creating a comprehensive Detective Manual.

INVESTIGATIONS
Detectives operate as one unit; it is not separated into sections such as investigations, special investigations nor adult crimes versus juvenile crimes. Adult and juvenile crime investigations can consist of both crimes against persons and property crimes. Detectives investigate crimes 93 Sierra Madre Police Department
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such as sexual assaults regardless of victim or suspect’s age, domestic violence, child abuse, sexual assault, missing persons, robberies, financial crimes, burglaries, thefts, vehicle related crimes, crimes committed by minors, juvenile delinquency, and Department of Children and Family Services (DCFS) referrals/cross-reports.

Detectives are responsible for investigating child abuse reports that are faxed to SMPD by DCFS 24 hours a day/7-days a week. At times, a report may be faxed into the police department on a Friday afternoon at 5:00 pm. When this occurs the on-duty patrol sergeant is responsible for checking these fax reports, triaging them and having dispatch create a call for service/history for them. The majority of these cases are not acute in nature; however, they still must be reviewed and triaged upon receipt to determine the urgency and assess if a patrol officer should be sent out to the victim’s location as soon as possible. Most Electronic Suspected Child Abuse (ESCAR) reports are sent with a notation as to their priority level. When patrol directly manages these cases, they send the case and investigative follow-up to detectives. The ESCAR system is used to update cases on the reporting database, monitor and make appropriate disposition of cases, conduct audit of cases and make sure the cases are in compliance.

Detectives also have the responsibility of registering arson and sex offenders and conducting annual sex offender registration, compliance checks and updating California sex and arson registration databases. Sex registrations take about 20 minutes to one hour to complete. At the time of Meliora PSC’s site visit, records show there are three sex registrants registered in the City of Sierra Madre.

Internet Crimes Against Children
The Internet Crimes Against Children (ICAC) taskforce has been in existence for 24 years in an effort to protect children. Over 5,000 Affiliated Law Enforcement and Prosecutorial Agencies participate in or assist with ICAC cases. As of 2021, approximately 90,000 individuals have been arrested by ICAC affiliated agencies. SMPD has been a member of ICAC since 2021.

SMPD has provided Sierra Madre community members with the following crimes against children prevention programs and training:
§ Protect Our Youth Online Virtual Event (June 28, 2022) § Prevention Sexting Tips for Parents and Youth (Publication) ICAC management is as follows: use the ICAC system to assign cases, review cases using the ICAC assigned computer, conduct follow-up investigations using law enforcement databases, write search warrants if necessary and follow-up investigations on suspects and make arrests when warranted.
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TABLE 32: ICAC Statistics, 2022-2023
ICAC 2022 2023
Cases 4 6
Arrests 2 0
Referral 1 4
No Further 1 1
No Crime 0 1
Source: Sierra Madre Police Department Annual Report.

Taskforce for Regional Auto Theft Prevention
The goal of the auto theft Investigations is to reduce the amount of vehicle theft, while increasing apprehension rates. The Taskforce for Regional Auto Theft Prevention (TRAP) is a Los Angeles County multi-regional task force that is funded by the state funded through DMV. The SMPD detective participant began in 2021 and has since participated. The SMPD detective is assigned to the San Gabriel Valley team, which consists of 10 team members from California Highway Patrol, El Monte PD, La Verne PD, Los Angeles County Sheriff’s Office, Pasadena PD, Pomona PD, San Gabriel PD, Sierra Madre PD, and West Covina PD.

TRAP’s Mission:
§ Mission Reduction of auto theft and related crimes
§ Field investigation training
§ Additional investigative and suppression resources
The benefits of taskforce participation include but are not limited to:
§ Los Angeles County support
§ Advanced Training
§ Exposure to surveillance, search warrants and complex investigations § Helps build relationships with outside agencies
§ Assists SMPD with their investigations
§ Retention (more opportunities for personnel)
SMPD has provided Sierra Madre community members with the following auto theft prevention:
§ 2021 – 2023 Catalytic Converter Operations
o 76 Vehicles inscribed.
§ Vehicle theft suppression operations.

SMPD is complimented for providing catalytic converter prevention operations. Catalytic converter thefts increased from 2021 to 2022, decreased from 2022 to 2023 and in 2024 are back on the rise nationwide. Thieves steal these items to profit from selling the precious metals contained within.
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TABLE 33: TRAP Statistics, 2023
Cases Opened Cases Cleared Cases Closed Cases Pending
78 44 22 12
Case Type
GTA: 45 Credit Fraud/ID Theft:
18 Chop Shop: 8 Other: 7
Cases Cleared Cases Closed
44 22
Arrests
Total: 73 Felony: 63 Misdemeanor: 5 Bait Car: 5
Warrant Service
Arrest Warrants:
6 Search Warrants: 39
Filings Status
Felony: 55 Misdemeanor: 1 DA Rejections: 8 Probation In Lieu Of:
1 Recoveries
Total Vehicles: 1,218 Total Value: $19,367,138
Source: Sierra Madre Police Department.

Case Management
Case management is a critical element of a properly functioning Detective section. During Meliora PSC’s site visit we had the opportunity to look at their automated case management system. The detective is well versed in the system. Case management is a significant tool that detectives use to manage their investigative resources and functions, and supervisors to use to review and balance workload. SMPD is applauded for their use of the case management system.

SMPD’s current case assignment and management process is as follows:
§ Initial police reports are prepared by patrol officers § Report approved for content by patrol sergeant
§ Case forwarded to Detectives as a complete investigation or for follow-up investigation.

Patrol typically takes the initial incident/crime report and handles the investigative part that is in the City. Detectives handle the investigative portions that are out of city such as collecting video, interviews of victims, witnesses, suspects that are out of city and search warrants. SMPD patrol officers are complimented for having an active role in the investigation of crimes. Often patrol officers author the initial report, evaluate the crime scene, dust for fingerprints, check for witnesses, and collect evidence. Those cases where they make an arrest, they are likely to interrogate the arrestee, write up the follow-up, book the person at the Pasadena Jail or County Jail system, and electronically send the case packet to Records. An electronic copy of the case 96 Sierra Madre Police Department
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packet is also sent to detectives for final review and prior to being sent to the District Attorney’s (DA’s) Office. Every weekday morning, a patrol sergeant who serves as the detective sergeant (or his designee), reads cases with arrests waiting in the electronic queue and determines if the case is ready to be sent to the D.A.’s Office for filing.

The sergeant also reads all daily reports as well and determines which cases need attention from a detective. The sergeant will assign those cases needing attention to a detective. Cases are assigned by the sergeant based on case type, amount of loss, solvability factors, and detective case load. Cases not needing follow-up are complete and processed and/or filed accordingly.

Once a case is assigned to a detective, they are responsible for the investigation of the case to closure or inactivation (suspension) wherein they determine there are no workable leads. If follow-up is needed, the assigned detective takes the initiative to complete the task including authoring a supplemental report.

SMPD detectives provided Meliora PSC written protocols and procedures on their case management process. SMPD patrol sergeants and the detective sergeant as well as detectives, with supervisor oversight, have the ability to close investigative cases. Case management and clearance information is also a valuable tool for evaluating detective performance.

Misdemeanor and felony cases are handled by detectives and submitted into the Electronic Charge Evaluation Report (ECER) system and to court case filing.

Case audits are another key management and oversight feature in a well-run, fully operational Detective Unit. Audits, documentation, and resolution are critical components of proper investigative service delivery to the public as well as the victims of crimes.

Statistics on cases assigned to each detective, broken down by crime classification as well as statistics related to arrests, latent fingerprints lifted, DNA and biological evidence collected and submitted is information that could be obtained; however, it would take excessive staff time to complete as they would have to query the system by individual case. Table 34 below reflects the past five years of detective case data.
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TABLE 34: Detective Case Status, 2019-2023
Case Status 2019 2020 2021 2022 2023 TOTAL
Active 0 0 0 1 30 31
Closed by Detective 392 403 586 498 306 2,185
Closed by Sergeant 145 106 70 128 75 524
Closed 50 19 26 23 17 135
Inactive 0 0 0 3 0 3
Court Filing *Pending Court 39 32 17 23* 21* 132
Court Rejected 15 15 1 0 0 31
TOTAL 641 575 700 676 449 3,041
Source: Sierra Madre Police Department.

TABLE 35: SMPD Filings (Includes Detectives, Patrol, Traffic), 2021 - 2023 Filing Rates 2021 2022 2023 Ratio
Cleared by Arrest 235 198 96 52%
Criminal Cases 470 660 561 15%
Felony Arrests 56 62 13 79%
Misdemeanor Arrests 348 136 83 39%
Case Rejected 129 55 56 2%
Source: Sierra Madre Police Department 2021-2023 Annual Reports.

TABLE 36: Cases, 2021 - 2022
Cases 2021 2022 Ratio
Detective Initiated Arrest 6 5 17%
Open/Pending Court 32 46 44%
Cases Filed 23 35 52%
Pending Filing Unk. 46 N/A
Search Warrants 6 5 17%
Total Reported Cases 730 660 10%
Source: Sierra Madre Police Department 2021-2022 Annual Reports.

DETECTIVES RECOMMENDATIONS
§ Amend Policy § 200.2.3 to reflect which units, sections, bureaus exist. (Recommendation #24)
§ Combine and rename Patrol, traffic, and detectives to Operations Section; this section be managed by a sergeant who would report to the Captain. (Recommendation #25) § Create a comprehensive Detective Manual. (Recommendation #26) 98 Sierra Madre Police Department
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Crime Analysis
Crime analysis has several benefits such as aiding a police agency in deploying resources in a more effective manner, enhances public safety by identifying crime trends, and assists in creating crime prevention strategies. A crime analysist can be pivotal in compiling and reviewing data regarding crime and criminal activity.

SMPD does not have a formal Crime Analysis Unit. If crime information, statistics are needed for the department as a result of a public records request, or to write the department’s annual report or to help identify crime trends, it is usually compiled by the Support Division Supervisor or by the Detective unit.

Meliora PSC recommends a newly added full-time Records employee be tasked with assisting with any crime analysis information when needed. This position could assist with preparing crime bulletins, assisting detectives in identifying crime trends, disseminating information to patrol regarding wanted persons or vehicles in a timely manner. The Records employee could also assist the social media team with announcements and/or update bulletins sent out to the community. It will be important to ensure the new employee receives appropriate training related to crime analysis.

CRIME ANALYSIS RECOMMENDATION
§ Add one FTE Records position and assign Crime Analysis as an ancillary duty with proper training. (Recommendation #27)
Carry Concealed Weapons

STAFFING
The responsibility for processing Carry Concealed Weapons (CCW) permits is primarily completed by a Reserve Officer and overseen by a sergeant. As needed other personnel assist with CCW processing. The patrol/detective sergeant supervises the reserve officer. Meliora PSC recommends the CCW responsibility be done by a full or part-time employee rather than a volunteer reserve officer. This recommendation is not based on the reserve officers service, professionalism or commitment but rather because of human resources and volunteer management practices; for example: there is no CCW job description, no set training and no volunteer risk management process of identifying and migrating risk factors.

SCHEDULE
The CCW Reserve Officer does not have set hours in the sense he works a scheduled shift. Instead, the reserve officer tracks hours spent on processing applications. 99 Sierra Madre Police Department
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CCW OVERVIEW AND PROCESS
The Reserve Officer comes into the office on average once a week to process applications and handle investigative and administrative work.

The SMPD website has a section specifically for Carry Concealed Weapon (CCW) Licensing. The website has information about the CCW process and what to expect regarding new applications and renewals, permit application update, authority, and requirements, how to apply for a CCW with steps included, document links, required training, and fee schedule.

Staff shared there are times where an applicant withdraws their application as they do not want to proceed with fingerprinting. If they proceed and submit their fingerprints via the Department of Justice (DOJ); print returns can take anywhere from 6-8 weeks to return from DOJ. If the fingerprints DO NOT return “clear” then the applicant is notified that they are denied their CCW application. If the fingerprints return “clear” then that applicant is moved to the processing file and a CCW background investigation is conducted.

The average time to complete one CCW investigation is about 2-3+ weeks (not including DOJ fingerprint returns), time varies depending on availability of information received and ability to contact the applicant.

New 2024 legislation, California Senate Bill 2 (SB2), requires more in-depth background checks.

For example, CCW applicants are now required to submit three-character references and issuing agencies are required to interview the references as part of their investigative review.

To augment the awareness of CCW applicants regarding the impact of SB2, SMPD posted the following on their website Carry Concealed Weapon (CCW) Licensing section, it states, “As a result of new legislation that took effect on January 1, 2024, the Sierra Madre Police Department is in the process of reviewing and making changes to our CCW application process.

Applicants are still welcome to submit a completed application, however, as a courtesy we want to inform you there may be delays in processing your application due to a recent court decision that impacts elements of the new legislation. Additionally, should you choose to complete the application currently in place, you may be required to provide additional documentation as part of the application process based on the new laws passed. Please continue to monitor this website for any additional updates.” The posting of this information is consistent of a contemporary police agency’s transparency.

It would be helpful to add a document on the SMPD’s website outlining a summary of SB2; including a copy of Penal Code 26230, which contains a list of statewide places, properties, and conditions, where a CCW license will no longer permit one to carry a firearm.

Meliora PSC foresees that reference interviews will add extra time it takes to complete a CCW investigation. The SMPD is encouraged to track time spent on application processing to determine if added personnel are needed to process and investigate CCW applications. 100
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SMPD follows and is aware of all current and new legislative mandates in processing, approving, and denying CCW applications, including the appeal process.

During Meliora PSC’s January 2024 site visit, we were able to meet with the CCW staff and observe how the in-house electronic tracking system works and see how CCW applications are tracked. The system appears to be sufficient given the limited number of applications Sierra Madre PD receives. Meliora PSC encourages SMPD to use a CCW electronic tracking system such as Permitium should their application numbers increase. An electronic system will aid in tracking and storing all data, records and reports for the CCW processing.

APPLICATIONS AND PERMITS
Prior to January 2023, SMPD deferred their CCW application and processing to the Los Angeles County Sheriff’s department, which is typical for an agency their size. From January 2023 forward SMPD receives and processes Sierra Madre CCW applications.

For the period between January 2023 to April 2024, a total of 19 CCW applications were submitted; 8 were delivered/approved and 11 are pending. As of January 27, 2024, there are a total of 14 CCW permit holders in the City of Sierra Madre including the 6 issued by LA County Sheriff’s prior to 2023 on behalf of Sierra Madre.

TABLE 37: Carry Concealed Weapon Applications, January 2023 – April 2024 Application Status 2023 2024
Withdrawn
Delivered/Approved 8
Pending 8 3
Approved (Pending Delivery)
Denied
Revoked
Suspended (e.g. Moved out of State)
Unknown / Expired
# of Submitted Applications by Year 16 3
SOURCE: Sierra Madre Police Department as of April 2024.

CARRY CONCEALED WEAPONS (CCW) RECOMMENDATION
§ Assign the CCW responsibility to a full or part-time employee. (Recommendation #28) 101
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ADDITIONAL STAFFING
Part-Time Staff
Offering part-time work is an effective way to hire added staff while saving on benefit costs and afford an organization the opportunity to add or take away staff depending on needs. There are advantages and disadvantages to utilizing part-time staff.

Advantages:
§ Flexibility to hire staff based on needs. Part-time staff help carry the workload while giving full-time employees an extra level of support.
§ Cost effective solution, especially with high health care costs. Provides added staffing at a reasonable cost; allowing full-time staff to attend training or take time off. § Ability to expand pool of full-time candidates.
§ Bring in extensive amount of experience.
§ Potential to increase employee retention by offering this option to full-time employees.

Disadvantages:
§ Part-time employees may be less invested in your organization and may not have a connection to your organization or community.
§ May not be consistently relied upon, as their primary job comes first. § Lack of time “present” in your organization. Part-time workers are not around as much.

Makes it difficult to ask questions about day-to-day operations and difficult for other employees to get to know them and work as a “team.”
§ Workload differences may cause resentment among full-time staff. § Part-time officers’ experience may not be imparted on full-time officers. There needs to be a plan and process in place for this to occur.

Meliora PSC encourages SMPD to capitalize on the advantages and manage the disadvantages.

An example of managing disadvantages is part-time patrol officers do not take police reports but rather act as a “back-up” officer when responding to calls for service; this has the potential to cause resentment due to different workload expectations. Also, during the two-day site visit most of the part-time workers were not on duty and thus we were unable to meet with them in person. Examples are the part-time property and evidence staff and part-time patrol officers.

Part-time personnel information is mentioned throughout this report and include the following highlights:
§ There are 14 SMPD part-time staff: 11 sworn and 3 professional staff. § There is an opportunity to enhance fiscal management by SMPD doing more in-depth tracking of the use of part-time employees in order to help guide management decisions. See Fiscal Impact section for further information. 102
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§ Evaluations are recommended for part-time staff. See Evaluations section for further information.
§ There is no procedure to evaluate the cost effectiveness of part-time vs. or in addition to full-time staff. See Fiscal Impact section for further information. § The Property and Evidence staff should be a full-time position not a part-time position.

See Property and Evidence section for further information.

Meliora PSC recommends SMPD further analyze the use of part-time staff. § The workforce and work itself has significantly changed and continues to transform itself at a fast pace. Meliora PSC recommends SMPD reconsider having part-time patrol sworn staff perform the same duties as full-time patrol sworn, including jail transportation, vehicle impounds and taking police reports. § Analyze and weigh the advantages of part-time use with the costs and outcomes. Track use of part-time costs and compare them with the cost and advantages of having fulltime staff.

Meliora PSC suggests that there is a middle ground regarding patrol part-time staff use. For example, reduce the number of part-time officers and replace them with two full-time officers.

Another example is to reduce or eliminate the number of part-time sergeant(s) and replace them with a full-time sergeant who could work a day shift schedule and manage Detectives, Traffic, Reserve Officers and jail services.

PART-TIME STAFF RECOMMENDATIONS
§ Further analyze the use of part-time staff. (Recommendation #29) § Reconsider assigning part-time patrol sworn staff to perform the same duties as fulltime patrol sworn, including jail transportation, vehicle impounds and taking police reports.(Recommendation #30)
Reserve Officer Program
Police reserve officers serve as a function to assist sworn personnel and can do so in a number of ways. They can assist with patrol functions, special events, and detectives.

The State of California on Peace Officer Standards and Training state, “The California Reserve Peace Officer Program (RPOP) is composed of members of our society who choose to dedicate a portion of their time to community service by working as part-time employees or volunteers with law enforcement agencies. These officers work with full-time regular officers to provide law enforcement services at the city, county, district, and state levels. Approximately 600 law enforcement agencies currently employ nearly 6,200 reserve officers.” 103
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The specific duties and responsibilities of reserve police officers often depend on their background, experience, and training. Reserve Officers may perform several common and specific law enforcement duties, including but not limited to:
§ Uniformed patrol
§ Investigations
§ Search and rescue
§ Special events
§ Translators
§ Computer specialists
The following lists the three levels for a California Reserve Police Officer:
§ Level III, Penal Code sections 830.6(a)(1) and 832.6(a)(3) They are to be supervised by a Level 1 Reserve officer or a full-time regular officer. Their duties may include office work, staffing public events, or prisoner transportation, the latter not requiring supervision.
§ Level II, Penal Code sections 830.6(a)(1) and 832.6(a)(2) Reserve officers perform general law enforcement assignments while under the supervision of a police officer who has completed a Regular Basic Course (police academy).
§ Level I, Penal Code sections 830.6(a)(1) and 832.6(a)(1) Reserve officers have graduated from a police academy and meet statutory training requirements. They may work alone and perform the same duties as full-time officers.

RESERVE OFFICER PROGRAM OVERVIEW
SMPD operates its Reserve Program under the umbrella of their Volunteer Program. SMPD Reserve Officers are considered unpaid volunteers. SMPD Policy § 342 – Volunteer Program states, “Volunteers are intended to supplement and support, rather than supplant, sworn officers and civilian personnel. Volunteers can be an important part of any organization and are proven to be a valuable asset to law enforcement agencies.” See the Volunteer Program section for further information.

Meliora PSC recommends SMPD amend the reserve policy so that it outlines bifurcating its Reserve Officer volunteer program from the volunteer program. While Meliora PSC is recommending that the volunteer program (see that section of this report) be supervised by a Community Relations Coordinator, SMPD should continue to have the Reserve Officer program be supervised by a sworn supervisor. The professional benefits of reserves being supervised by a sworn supervisor come in different forms; standardization, training and works in alignment with the organizational structure of police officer duties and training. Additionally, as mentioned earlier in the evaluation section of this report reserve officers should receive standard annual evaluations.
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SMPD reserve officer job position description says, “The following duties are normal for this position. These are not to be construed as exclusive or all-inclusive. Other duties may be required and assigned.
§ Patrols a designated area of the city in a vehicle or occasionally on foot; enforces motor vehicle operation and parking regulations, the penal code and city ordinances; prevents commission of crimes; inspects, reports, and corrects conditions which may lead to crime or delinquency;
§ Conducts complete traffic accidents, criminal, complaint and other investigations; writes reports on investigations; collects and preserves evidence; obtain witnesses; testifies in court;
§ Apprehends crime suspects and/or makes arrests; performs jail booking procedures, including fingerprinting and photographing of prisoners; § Gives first aid in medical emergencies;
§ Mediates disputes;
§ May be assigned to traffic regulation and safety education, or the general traffic safety program;
§ Work minimum of 16 hours of service a month
§ Attend a monthly meeting
§ Work several mandatory events during the year.”
Police One magazine3 states, “Police agencies in the United States are largely based upon the model of Sir Robert Peel’s London-based Metropolitan Police and his nine principles of policing.” The principles of policing are mentioned a few times in this report. Police One further states, “ Peel’s seventh principle focused on the importance for the police “to maintain at all times a relationship with the public that gives reality to the historic tradition that the police are the public and that the public are the police.” So, the concept of a reserve program serves to ensure an understanding of the role of a police officer but also to bridge a police departments connection to its community.

The Reserve program is ideal for individuals who have an established career and do not wish to make a full transition to full-time police officer. Reserve officers can enjoy the best of both worlds, maintain their chosen career while helping to police their community. The Sierra Madre PD has eight Reserve Officer volunteers; see chart below for program numbers and typical duties and other information. SMPD provides its reserve officers with uniforms and equipment. 3 Why police departments should hire reserve officers (police1.com) 105
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TABLE 38: Reserve Officer Program Numbers and Typical Duties Level of Reserve
Officer
Level I Level II Level II
Number of 3 4 1
Duties Primarily work Patrol
or special assignment
Primarily work special
assignment such as
investigations, CCW
permit processing
No Patrol duties;
Special Events only in
a traffic control
capacity
Requirements Must work 16 hours
per month
No minimums No minimums
Other CCW privilege only
when on duty if FTO
program completed
and in good standing.

CCW privilege only
when on duty if FTO
program completed
and in good standing.

CCW on a case by case
basis
Source: Sierra Madre Police Department.

RESERVE OFFICER SERVICE HOURS
SMPD’s reserve officer job description says, “work minimum of 16 hours of service a month.” Meliora PSC recommends SMPD require the same amount of volunteer hours for all reserve officer levels, not just Level I. For Level II officers, 16 hours could be broken down into two segments; one would be a mandatory 8 hours of patrol time so that they keep refreshed on field related law enforcement duties, and the second 8 hours doing desk related assignments.

Level III reserves could serve their 16 hours of volunteer time doing desk related assignments or working special events.

Table 39 below shows the number of hours volunteered by each of the eight reserve officers.

TABLE 39: Reserve Officer Hours, May 2023 – April 2024
Reserves Reserve Officer Level Volunteer Hours Monthly Average 1 Level I 604 50
2 Level I 31 2.6
3 Level I 25 2.1
4 Level II 495 41.2
5 Level II 339 28.2
6 Level II 162 13.5
7 Level II 0 0
8 Level III 88 7.3
Source: Sierra Madre Police Department.
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Of the three Level I reserve officers, two do not meet the minimum requirement of 16 hours of volunteer service per month. The sergeant responsible for the reserve officer program should ensure all reserve officers are meeting the program requirements.

TRAINING AND SUPERVISION
SMPD utilizes the same field training program for Level I and II reserve officers as they do for full-time officers. They do not have a formal training program for Level III officers. SMPD is currently working on developing one to mirror on an appropriate scale the field training officer program and use of FTO manual. Meliora PSC encourages SMPD to complete the development of a field training program for Level III officers. All SMPD reserve officers are POST compliant.

The reserve officer program is supervised by a patrol sergeant, this is one of several ancillary duties for the sergeant. The reserve officers meet once a month as a group with the exception of summer and holidays. Their agenda consists of in house training to include Lexipol policy.

Meliora PSC recommends reserve meetings agendas be retained, and when training is presented that information be forwarded to the training manager and included in the reserve officers personnel training file.

RESERVE OFFICER PROGRAM RECOMMENDATIONS
§ Amend the Reserve Officer Policy so it identifies bifurcating the reserve program from its volunteer program. (Recommendation #31)
§ Require the same amount of volunteer hours for all reserve officer levels and ensure reserve requirements are being met by all reserve officers. (Recommendation #32) § Retain Reserve meeting agendas and forward to the training manager when training is provided. (Recommendation #33)

REGIONAL PARTNERSHIPS
Foothill Air Support Team
The SMPD continues its 20+ year partnership with the Pasadena Police Department in providing air support for the City of Sierra Madre. SMPD participates, along with eleven other cities, in the Foothill Air Support Team (F.A.S.T) program.

The Foothill Air Support Team was developed in 1999 after several local cities expressed an interest in airborne law enforcement. These agencies chose to form a joint helicopter patrol operation that could enhance their ability to deter criminal activity and apprehend offenders.

Currently, the FAST program partners with the cities of Alhambra, Arcadia, Covina, Glendora, Irwindale, Monrovia, Pasadena, San Marino, Sierra Madre, South Pasadena, and Pomona. To 107
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participate in this partnership, each agency has agreed to provide a qualified and motivated police officer to perform the role of Tactical Flight Officer (TFO). SMPD does not currently have a TFO participating in the program.

The benefits of SMPD being a member agency of the FAST MOU are: receive regional air support services, access to technology such as FLIR (Forward Looking Infrared) night vision, enhance public safety in the city, provide mentorship to department personnel who are TFOs, and aid in retention of personnel in that it gives department members more opportunities to be part of a specialized team.

The TFO monitors police radios within the FAST cities and makes the decision whether to respond with the police helicopter. When it is determined that an airborne response would prove beneficial, the air crew will respond and provide an aerial platform for the ground units to utilize. This platform provides a tremendous level of intelligence, direction, and coordination to the officers on the ground. When not responding to calls for service, the air crew will monitor problem locations as well as critical infrastructure locations.

FAST helicopters are equipped with a Forward Looking Infrared (FLIR) camera that allows the TFO to search for suspects under the cover of darkness from a safer standpoint and find discarded evidence that would otherwise remain invisible. The FAST helicopters are also equipped with a Video Downlink System. This system provides real-time video for display at a command center, mobile units or a video management system. This valuable tool provides those on the ground a clear picture of what is being captured from the air unit.

FAST MOU
There is a memorandum of understanding between the Joint Powers Authority for Police Helicopter Services known as the Foothill Air Support Team (FAST) and the City of Sierra Madre.

The MOU says from and after the effective date of July 1, 2015, the City of Sierra Madre approves and accepts the agreement, Sierra Madre and FAST shall comply with all the terms and requirements of the agreement. The last MOU was signed into effect June 16, 2015, by the Chief in place at the time and should have been updated when a new Sierra Madre PD Chief was appointed. Meliora PSC recommends SMPD ensure that this MOU is brought up-to-date to reduce any possibility of uncertainty between the involved parties. When the MOU is brought up-to-date this may also include a budgetary item to receive regional air support services as SMPD does not currently have a TFO assigned to FAST. They are however attending FAST meetings and the annual Chiefs and Captain meeting.

SELECTION
FAST staffing is comprised of officers from participating departments. Observers are solicited from all participating agencies. The selection process for FAST is outlined in the Specialty Assignment section of this report.
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Tactical Flight Officers (TFOs) are required to serve a three-year term which can be considered a large commitment. Additionally, obtaining TFO certification is no easy task and candidates have been known to fail the process.

TRAINING
FAST provides observer training for officers from participating departments. The MOU states, “This training consists of 16 hours of classroom sessions and three shifts of airborne training.

The participating departments will set their own criteria for participants in the training and make the personnel available for training. At the conclusion of the training program the participating departments will select their personnel for assignment to the regional program.” Following training the new TFO works alongside a Pasadena Pilot to serve the FAST cities.

SCHEDULE
Each member cities supplies a police officer (observer/TFO) on a rotational basis, as to ensure all participating cities are receiving equal patrol time for each member city. Partnering agencies agree to allow their agencies designated TFO work twice a month for a 7-hour shift.

FOOTHILL AIR SUPPORT TEAM RECOMMENDATION
§ Ensure all regional partnership MOUs are brought up-to-date to reduce any possibility of uncertainty between the involved parties. (Recommendation #34) Crisis Response Unit
Crisis Response Units (CRUs) were established to provide specialized support in handling critical field operations where intense negotiations and/or special tactical deployment methods beyond the capacity of patrol officers appear necessary. SMPD’s CRU consists of the Special Response Unit (SRT) and Crisis Negotiation Team (CNT). SMPD is a member of a regional SRT known as Foothill Special Enforcement Team (FSET) to address specialized tactical responses and CNT to focus on skilled communications to de-escalate and assist in surrenders and/or peaceful resolutions.

FOOTHILL SPECIAL ENFORCEMENT TEAM
Though the potential for violent encounters is a part of everyday policing, from time-to-time agencies are confronted with situations where specialized equipment and training are advantageous in attempting to safely resolve an incident. For that reason, virtually all agencies have developed, equipped, and trained teams of personnel for such a response. FSET was founded in 2004. FSET responds to incidents such as hostage situations, barricade subjects, 109
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active shooter situations, high-risk apprehensions, high-risk warrant service, and special assignments.

SMPD became a member of FSET in April 2023. SMPD Crisis Response Unit (CRU) is comprised of five members. Three FSET operators, one tactical dispatcher, and one Crisis Negotiator. As is common with other agencies, members of the team serve on CRU in a collateral role to their primary duty assignment, be that Patrol, Detectives or Dispatch.

The benefits of SMPD being a member of FSET are: receive LA County regional assistance, provide for greater safety to the community, provide advanced tactical training to SMPD personnel, aid in minimizing high-risk search warrants, provide mentorship to department personnel, and aid in retention of personnel in that it gives department members more opportunities to be part of a specialized team.

The California Attorney General’s Commission on Special Weapons and Tactics Report (2002) defines SWAT teams, standards, levels of capability, and training requirements. Penal Code § 13514.1 requires SRT to comply with the Attorney General’s report. The report identifies three levels of teams. Levels I and II are generally part-time teams staffed by personnel from various assignments and who serve on such teams as a collateral duty to their regular assignment. Such teams, though highly skilled, are often not trained or equipped for the most complex of situations. Guidelines call for Level I and II teams to train approximately 5 percent of their available time. Level III teams are full-time teams, generally only found in the largest of agencies, and require more training than that of Level I and II teams. Such teams are to train approximately 25 percent of their available time.

SMPD is absent a dedicated policy regarding their department’s crisis response operating procedures. Crisis Response Unit (CRU) is mentioned in different areas of the policy manual such as the hostage and barricaded incidents policy and operations planning and deconfliction policy. Meliora PSC recommends SMPD develop a Crisis Response Unit policy and standard operating procedures (SOP) for the Crisis Response Unit to included SRT/FSET and CNT, and ensure it aligns with the Attorney General’s report and penal code. Lexipol, the National Tactical Officers Association (NTOA), and the California Association of Tactical Officers (CATO) are excellent resources.
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FSET MOU
The FSET memorandum of understanding intent of participating agencies is to pool certain resources whenever personnel, facilities, and equipment are available and create a regional response team. FSET is governed by the Chiefs of Police of the member police departments. Member agencies consist of the cities of Glendora, La Verne, Claremont, Monrovia, and Sierra Madre Police Departments.

SMPD provided an MOU that was not dated or signed and had a prior Sierra Madre Police Chiefs name on the agreement line. The MOU should be updated each time a new SMPD Chief is appointed. Mentioned previously, that SMPD ensure that all MOU’s are brought up-to-date to reduce any possibility of uncertainty between the involved parties.

Schedule
The MOU states, "The agreement is completely voluntary in nature and places none of the jurisdictions under any obligation to respond to a request for the Foothill Special Enforcement Team that is unwilling or unable to honor. However, every reasonable effort based in part upon availability of funding, workforce and equipment will be made to accommodate all requests for service.”
Selection
Qualifications and selection to this team are determined by individual departments. SMPD’s selection process for FSET is outlined in the Specialty Assignment section of this report. Meliora PSC recommends the below items be outlined in the dimensions for specialty assignment selection process take place specifically for FSET operators:
§ Interview, by both SMPD and FSET,evaluating recognized competence and ability as documented in performance evaluations, demonstrated good judgment and the critical role of SRT, specific skills, training, or appropriate education pertaining to the assignment, and commitment to the unit including unusual working hours, condition, and training obligations.
§ Physical agility regarding SRT-related duties completed by FSET § Firearms qualification completed by FSET
§ Sergeant evaluation by SMPD regarding field tactical skills, teamwork, ability to work under stress, communication skills, judgment, and any specific skills that could benefit the team.

The MOU states that officers assigned to FSET shall have a minimum of two years’ experience as a full-time police officer and that new members must attend and pass a basic SRT course, see training section below.

Members can remain on the team indefinitely as long as they are in good standing within the department and can pass the annual physical agility test and quarterly firearms qualifications. 111
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Team members do not receive extra compensation for being on the team other than being paid overtime for training and activations if they are not on duty at the time of a call out.

Training
The MOU states that member agencies further agree that participating agencies will attend scheduled monthly training in accordance with POST, new personnel will attend a basic SRT course within one year of appointment, tactical officers shall maintain minimum levels of physical fitness and satisfactorily complete fitness tests and tactical officers shall be proficient with their firearms and pass all firearms tests.

All SMPD members of SRT have attended the basic SWAT Operator’s course. SMPD’s team leader (sergeant) has not attended the SWAT team leader course or the basic and advanced SWAT Commander course. Much of this has to do with the fact that this lead position is normally a lieutenant rank and it also has to do with staffing and scheduling. SMPD’s highest ranking staff member on FSET is a sergeant. Meliora PSC encourages SMPD to at minimum send the sergeant to the SWAT team leader course.

FSET affords the opportunity for team members to receive the following training:
§ Range, both day and night shooting qualifications
§ Arrest and Control/Liability
§ Drone technology use
§ Tactical emergency medical support rescue
§ Tabletop exercises
§ Distraction devices
§ Chemical agents
As previously mentioned, the California Association of Tactical Officers (CATO) and the National Tactical Officers Association (NTOA) are excellent resources for training and guidelines for best practices. Both of these organizations are dedicated to improving tactics and safety through education, peer contacts, and the sharing of tactical information. Both also provide training for members through an annual conference and ongoing tactical training classes such as:
§ Chemical agent instructor course.
§ SWAT team leader course.
§ SWAT commander basic and advanced.
§ CATO Training Conference.
§ Ballistic Shield Operator Course.
§ Long rifle basic, intermediate, and advanced courses. § Noise Flash Diversionary Device Instructor course.
§ Less lethal Instructor course.
§ Low light instructor course.
§ Armored vehicle operator’s course.
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SMPD staff indicated that not all SRT personnel are association members of either CATO or NTOA, although some have been previously. Meliora PSC recommends SMPD obtain membership for SRT members to join CATO and/or NTOA. By dividing the memberships between the two organizations, local and national information could be brought back to the team.

Team Management
Per the FSET MOU each participating FSET member agency shall provide one police lieutenant to be assigned to FSET if their staffing levels permit. Each lieutenant shall act as a liaison for their respective agency and shall assist with team management and supervision. SMPD does not have a lieutenant rank so one is not provided. Adding a lieutenant to oversee the operations section, a Meliora PSC already stated recommendation, falls in line with having a lieutenant assigned to FSET. Earlier in this report strategic foresight was detailed; having a succession plan which includes a lieutenant will better serve SMPD as they will have a management person that is better trained by being directly involved in a team like this and well equipped to handle a critical call in the city. SMPD’s Captain attends the quarterly Captains’ meetings.

FSET Deployments
Per the MOU, FSET will respond to critical incidents at the request of the on duty watch commander or higher authority of the jurisdiction affected by the incident.

The following table shows the number of SRT deployments for 2023. The relatively sparse number of deployments does not justify a full-time operation; FSET team membership is appropriately positioned as a collateral duty assignment for SMPD.

TABLE 40: SRT Deployments, 2023
2023
Pre-planned SRT events (e.g. Warrant
Service)
5 Critical Incident/Call-Out 5
Special Event 0
Total Activations 10
Source: Sierra Madre Police Department.

FOOTHILL SPECIAL ENFORCEMENT TEAM RECOMMENDATIONS
§ Develop a Crisis Response Unit policy and standard operating procedures (SOP) for CRU and ensure it aligns with the Attorney General’s report and penal code. (Recommendation #35)
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§ Outline FSET operator dimensions in the specialty assignment selection process. (Recommendation #36)
§ Obtain membership for CRU members to join California Association of Tactical Officers (CATO) and the National Tactical Officers Association (NTOA). (Recommendation #37)

CRISIS NEGOTIATION TEAM
Crisis negotiators have been a crucial element of police SWAT teams since the early 1970’s.

Crisis negotiators were established to provide skilled verbal communicators that can be utilized to attempt de-escalation and effect surrender in critical situations where suspects have taken hostages, barricaded themselves, or show suicidal intent. The deployment of these negotiators can have favorable results when situations are de-escalated and resolved peacefully. As noted in the Crisis Response Unit portion of this report, SMPD is a member of the FSET. There is one Crisis Negotiator and one Tactical Dispatcher representing SMPD on the team.

A Crisis Negotiator is trained to use dialogue in an attempt to de-escalate and effect a safe surrender. In some critical situations where a suspect(s) has taken hostages, barricaded themselves, or have suicidal tendencies a crisis negotiator must establish contact with the subject(s), identify their demands and most importantly work to resolve tense, often volatile standoffs without loss of life.

Selection
The Crisis Negotiator needs to possess the ability to demonstrate good judgment and understanding of the critical role of negotiator. They must have effective communication skills to ensure success as a negotiator, special skills, training, or appropriate education as it pertains to the assignment and commitment to the team.

The following requirements are considered when selecting a candidate for Crisis Negotiator:
§ Two years of relevant experience is preferred.
§ Possession of or ability to obtain any certification required by POST or law. § Exceptional skills, experience, or abilities related to the special assignment.

The selection process for the Crisis Negotiator includes supervisor recommendations, a Captain interview, the Captain will then submit his/her recommendations to the Chief. The Chief will then decide whether or not to appoint an employee to the assignment. SMPD’s Crisis Negotiator position is a collateral duty. The crisis negotiator is paid overtime for their CNT time when not on duty, such as training and activation call outs.

Training
The candidate selected as the Crisis Negotiator for SMPD attends the Basic Negotiators Course as approved by the Commission on Peace Officer Standards and Training (POST). CNT/Crisis Negotiators attend 1-2 FSET group training sessions per year. CNT/Crisis negotiators also train 114
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together separately from FSET about 2 times a year. The California Association for Hostage Negotiators (CAHN) also provides relevant training at their annual conference; however, Meliora PSC learned that due to department staffing and budget constraints the Crisis Negotiator has not attended. Meliora PSC recommends the Crisis Negotiator attend the annual conference along with attending the POST Advanced CNT and POST domestic violence courses.

Meliora PSC recommends SMPD obtain membership for the Crisis Negotiator to join CAHN which will allow for the negotiator to attend regional training conducted in the area for free. It also allows for timely notification of other CAHN sponsored events, invitation to their annual conference, opportunities to meet and network with other hostage negotiators, meet equipment vendors, and evaluate the latest technology suitable for SMPD.

Details on CNT deployments are covered in the FSET portion of this report. Last year the Crisis Negotiator was deployed 5 times. Meliora PSC recommends SMPD establish a process to track deployments, which can be used to conduct training and address any resource issues that may also be needed.

Tactical Dispatcher
Tactical Dispatchers respond directly to the staging area or command post of a critical incident call out. They handle all vital communications, organization, information, and data to maintain officer and public safety while there is an in progress critical incident. Tactical Dispatchers are becoming a necessity in the first responder world.

SMPD has one tactical dispatcher assigned to their crisis response unit, SRT/FSET team. SMPD has one tactical dispatcher that is qualified to respond to call outs with the CRU team. The tactical dispatcher responded to 5 callouts in 2023 and 1 callout thus far for 2024.

CRISIS NEGOTIATION TEAM RECOMMENDATIONS
§ Assign the Crisis Negotiator to attend annual training and POST’s Advanced CNT and domestic violence courses. (Recommendation #38)
§ Obtain membership to California Association of Hostage Negotiators. (Recommendation #39)
§ Develop a process to track all crisis response unit deployments. (Recommendation #40) 115
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Jail
SMPD does not currently use their Temporary Holding Jail Facility. As defined by Title 15 of the California Code of Regulations (CCR), a “Temporary Holding facility” means a local detention facility constructed after January 1, 1978, used for the confinement of persons for 24 hours or less pending release, transfer to another facility, or appearance in court.4 Currently, SMPD contracts with Pasadena Police Department and is billed monthly for all bookings that processed within that billing month. Ideally it would be more convenient if SMPD could use their own jail facility; however, this can be financially unfeasible due to the following reasons:
§ Jails require significant ongoing expenses for staffing, maintenance, utilities, and security regardless of the number of inmates.
§ Operating a jail facility with a reduced capacity means that the above fixed costs could be a strain on the fiscal budget.
§ Initial set-up costs including renovations, equipment purchases, and hiring/training staff may not be justified by the small number of arrests.
§ Monies might be better allocated to community-based programs.

The following table reflects the arrest totals by SMPD in the past four years and booked at Pasadena Police Department.

TABLE 41: SMPD Arrests by Year, 2020-2023
Year 2020 2021 2022 2023
Felonies 19 19 23 9
Misdemeanors 40 47 24 25
TOTAL 59 66 47 34
Average per Month 4.9 5.5 3.9 2.8
Source: Sierra Madre Police Department.

Meliora PSC recommends that SMPD continue to utilize Pasadena Police Department as their booking location as it is more cost effective.

JAIL RECOMMENDATION
§ Continue booking prisoners at Pasadena Police Department as it is more cost effective. (Recommendation #41)
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ADMINISTRATION
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SMPD Administration is the operation and control of the police department including making operational decisions, management of personnel, budget management and development and distribution of policies and procedures.

The Structure and Responsibility section mentioned earlier in the report addresses the recommended re-organization of the department into three divisions. In the suggested reorganization, the Captain would maintain responsibility for Administration: Finance/Budget and Personnel: evaluations, workers compensation and promotions.

Finance
SMPD does not have a formal Fiscal Services Unit, this responsibility rests with the Chief and Captain, with the Captain being responsible for managing all budget, financial administration, and reporting, grant and contract administration.

The City operates on a Zero-Based Budgeting (ZBB) method. ZBB is a method of budgeting in which all expenses must be justified for each new fiscal period. The process of zero-based budgeting starts from a “zero base,” and every function within an organization is analyzed for its needs and costs. The City adopts an annual budget.

FINANCIAL MANAGEMENT
Financial information is managed by the Captain and there are budget records for the police department. Budgets are built around what is needed for the upcoming period, regardless of whether each budget is higher or lower than the previous one. The work is done collaboratively with the City’s Finance Department. The record keeping appears to be up-to-date, accurate, and responsibly managed.

The police department section in the City Budget Book Final 23-24 states, “During the 2022- 2023 fiscal year, the Sierra Madre Police Department (SMPD) faced many challenges and changes throughout the year. The Department saw several positions filled during the year; we hired a full-time and part-time dispatcher and backfilled several officer positions. The Department hired a police recruit who attended and graduated from the police academy in January of 2023. In addition, the Department increased its community outreach efforts and continued to keep crime rates down.”
There is an opportunity for the police department to enhance their fiscal management by tracking more in-depth data on the use of part-time employees in a way that can be utilized to help guide staffing and operational management decisions. SMPD is aware there are annual hour restrictions for Cal PERS retirees that are different from part-time employees who retired from other pension systems.

Meliora PSC recommends SMPD record and track part-time use cost by classification/use type as well as overtime costs. Classification means by job position to include professional staff and 118
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use type means where the employee worked: for example, patrol day shift, patrol night shift, records, detectives, property and evidence, or dispatch. This can be compared to staffing data to determine if there is a need to add more full-time staff versus only using part-time staff.

Refer to the part-time and overtime sections for further information.

Having data available to analyze trends in personnel costs including overtime use can also aid management decisions about shift hours and planned training days. Unexpected peaks in the use of part-time employees and overtime can be a red flag of an operational decision that has unintended consequences for staffing. Some agencies project a 12-month trend line of expected overtime expenditures for each section or cost center.

BUDGET PLANNING
The Captain also manages the budget planning process for SMPD. Although each year’s budget process includes specific steps in the development of the current year’s figures, the budget process also addresses the city’s priorities, strategic and operational goals while at the same time incorporating the police departments mission, values, and vision.

Budget planning provides the Chief and Captain with an opportunity to engage their staff at every level of the organization and demonstrate how to prioritize organizational values within budget constraints. It is clear to Meliora PSC that Sierra Madre PD command staff maximizes this opportunity. The Finance Department issues clear and extensive budget process directions for all city departments. Predictable timelines are established well in advance, giving SMPD leadership the opportunity to not only be strategic when building a budget plan but to include their staff in the process as well.

The role of all police employees involved in the budget process is most critical in the initial stages of planning. The Captain keeps internal staff, specifically, the supervisors apprised of the process. The Captain seeks input from the sergeants and supervisor about the needs of the department. Information such as uniform and equipment needs are considered and used for the development of the PD budget. During Meliora PSC’s site visit it was clear that SMPD staff maintain a feeling of ownership at all levels and are aware of the budget as well as budget limitations for a City their size. It is commendable that SMPD staff understand needs versus wants.

FINANCE RECOMMENDATION
§ Record and track part-time use cost by classification/use type as well as overtime costs. (Recommendation #42)
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Personnel Management

PERFORMANCE EVALUATIONS
SMPD Policy § 1001 – Evaluation of Employees addresses the performance evaluation system, “The Department’s employee performance evaluation system is designed to record work performance for both the Department and the employee, providing recognition for good work and developing a guide for improvement.” The policy further states, “The evaluation report is intended to serve as a guide for work planning and review by the supervisor and employee. It gives supervisors a way to create an objective history of work performance based on job standards.”
Sierra Madre PD staff shared that an employee performance evaluation shall be completed once each year by the employee's immediate supervisor on the anniversary of the employee’s date of hire except for employees who have been promoted in which case an Employee Performance Evaluation shall be completed on the anniversary of the employee’s date of last promotion.

Meliora PSC reviewed the steps SMPD supervisors use in evaluation preparation and processing and found them to be thorough and appropriate. SMPD is to be complimented for the evaluation steps and format of their Performance Report document, which outlines overall rating definitions and identifies job functions by category and specific points that should be considered in the determination for the rating. Job functions are broken down into the following five categories: Customer Service & Public Relations, Tactical Performance, Teamwork & Internal Relations, Work Habits, and Reports/Written Work. One may think that tactical performance is geared toward sworn staff; however, SMPD did a respectable job in adding specific points in this section that make this job function applicable to professional staff.

Meliora PSC encourages SMPD to consider stating the below information on the evaluation form itself to assist in ensuring all supervisors are following the same process:
§ The purpose of a performance review and reports.
§ The process for evaluations.

SMPD is also complimented in that the Captain provides feedback to the supervisor on the quality of the ratings given as part of the evaluation process. This aspect helps not only ensure fairness in evaluations as well as provide mentorship and guidance to supervisors in evaluation documentation.

A review of randomly chosen SMPD evaluations took place during Meliora PSC’s February 2024 site visit; evaluations appeared to follow the evaluation process and quality of ratings appeared to be on par.
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Policy § 1001.3.1 states that evaluations are addressed for reserves in the Reserve Officer Policy § 326. Meliora PSC found SMPD’s Reserve Officer Policy section §326.5.6 to cover reserve officer evaluations.

Meliora PSC asked for a description of the evaluation process for part-time employees both sworn and professional staff. SMPD advised that they do not complete evaluations for parttime employees. Meliora PSC recommends SMPD begin completing annual evaluations on all part-time employees, using the same process as full-time employees.

Meliora PSC found that the evaluation policy included § 1001.3 Evaluation Process, that “all sworn and civilian supervisory personnel shall attend an approved supervisory course that includes training on the completion of performance evaluations within one year of the supervisory appointment.” We confirmed all supervisors have attended this type of supervisory course.

SMPD manages and tracks deadlines for evaluations via an excel spreadsheet. They are in the process of acquiring LEFTA Systems’ SHIELD Suite; a software application that addresses various high-liability areas and events within policing. SMPD will be utilizing this system to systematically track evaluations, due dates, and completion of evaluations. SMPD is to be commended for moving forward with this important management software that will improve the organization’s efficiencies.

As of April 2024, our review of SMPD’s completed evaluations found two past due evaluations in 2024 and no overdue evaluations for 2023, indicative of the agency placing a priority on timely employee feedback.

If an employee is out on leave, typically their evaluation will be given to them upon return to work. Exceptions are when an employee is due for a salary (step) increase in which case SMPD makes every effort to administer the evaluation to an employee. For purposes of tracking, evaluations are considered pending and not past due if SMPD is unable to administer the evaluation to an employee who is out on leave.

WORKERS COMPENSATION
Worker’s Compensation claims are a factor in policing due to the hazardous nature of police work. Managing other injuries and medical conditions is also critically important due to the level of physical and mental acuity necessary to safely perform many of the jobs in the police department. Because absences due to both on and off-duty injuries contribute to significant staffing issues, both should be managed and monitored in concert.

The City of Sierra Madre workers compensation is managed by the City’s Human Resources Department not the police department. The police department assists the city and police employees acting as a conduit and liaison, as necessary.

The City of Sierra Madre Personnel Rules and Regulations, Section 10 – Workers’ Compensation says, “ All injuries sustained in the course of employment shall be reported as soon as 121
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practicable to the supervisor, who shall in turn promptly report the same to the Human Resources Department. The supervisor and Human Resources Department shall authorize medical treatment for the employee at one of the City’s approved medical clinics. In the event the employee is physically incapacitated in such a manner as to prevent submission of a report, the supervisor shall complete and forward the required reports to the Personnel Officer within twelve (12) hours following the injury.”
At the time of Meliora’s site visit SMPD had one employee off on workers compensation and one employee on FMLA. SMPD ensures that if an employee is off due to workers compensation or FMLA, it is coded as such on their timesheet so that the city can appropriately track the data.

SMPD has policies and procedures in place to guide management of all types of injury and illness absences including:
§ Policy § 406 – Hazardous Material Response.
§ Policy § 705 – Personal Protective Equipment.
§ Policy § 1007 – Sick Leave.
§ Policy § 1008 – Communicable Diseases.
§ Policy § 1016 – Fitness for Duty.
§ Policy § 1022 – Occupational Disease and Work-Related Injury Reporting. § Policy § 1028 – Temporary Modified-Duty Assignment.
§ City of Sierra Madre Personnel Rules and Regulations, Section 10 – Workers’ Compensation.

SPECIALTY ASSIGNMENTS AND PROMOTIONS
SMPD Policy § 1002 addresses specialty assignments and promotions. The policy says, “The Sierra Madre Police Department determines assignments and promotions in a nondiscriminatory manner based upon job-related factors and candidate skills and qualifications. Assignments and promotions are made by the Chief of Police.” The policy outlines special assignment positions, general requirements for specialty positions, evaluation criteria including listing desired traits by name for special assignment, and selection process for special assignments. The policy should also contain general requirements including traits such as leadership, decision-making, integrity, initiative; desirable qualifications such as time at the department along with knowledge, skills and abilities; and a defined selection process that also includes an interview process.

The process to be considered for a special assignment is as follows:
§ Submit a memo of interest which should include the employees’ interests and qualifications.
§ Depending on the position, there may or may not be an interview. § SMPD reviews the employees’ qualifications and performance. § The Chief and Captain discuss all pertinent information; the Chief then selects. 122
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Meliora PSC recommends an interview and an annual evaluation review be conducted for all specialty positions. This ensures the process is consistent, better evaluates the candidate’s work experience, assesses the employee’s hard and soft skills and assists with professional growth.

The rotation of employees through special assignments is currently outlined in employee MOU’s versus in the department policy. Meliora PSC recommends SMPD transition the specialty assignment rotation verbiage out of the MOU and into the department policy. This is especially important for smaller, patrol-centric agencies that do not offer more assignments as a means to retain officers. Due to the potential change in working conditions, SMPD and the Sierra Madre Police Association would need to meet and confer on this item.

Further, Meliora PSC recommends the policy include verbiage regarding mandatory rotation, with a specific number of years outlined in the policy. This procedure would aid SMPD in managing the organization by returning experienced personnel to patrol and providing opportunity for professional growth to personnel seeking special assignments. The number of years should be examined by SMPD to identify a number for each special assignment that is conducive to operations, historical knowledge, and expertise. Considering the personnel size of SMPD, Meliora PSC suggests the department have personnel in a specialty assignment for up to three years but no more than four years. More than three years in an assignment would limit the specialty assignment for others and not provide an opportunity for professional growth to a larger number of personnel.

For promotional requirements, the policy states that this information is available at the City’s Department of Human Resources; this is typical for smaller size agencies.

Meliora PSC also reviewed job descriptions/job flyers for various police department positions.

The document is broken down in the following categories: General Purpose, Classification Characteristics, Essential Functions, Qualification Guidelines, Physical and Mental Demands, Work Environment, etc. Candidates are ranked by score on their written and oral interviews.

An electronic personnel tracking system would provide SMPD with an efficient way to document all transfers throughout the department. Currently, all personnel promotions, moves to different assignments are kept in an employee’s individual personnel file. For instance, should the department want to know where an employee has worked or who has worked on a particular assignment or desk they would have to go through an individual’s personnel file or all personnel files to get the answer. Meliora PSC recommends SMPD utilize the LEFTA system, if possible, to electronically track all employees, their assignments, promotions, and other pertinent personnel data with viewing privileges limited to authorized personnel; thus, being able to quickly and efficiently query a system versus manually checking personnel files. 123
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STRATEGIC FORESIGHT
Police departments would benefit from having a strategic foresight plan designed to future proof their organization to ensure seamless law enforcement operations in perpetuity. It should be a philosophy that drives the plan; succession planning strategic foresight is a mindset rather than a simple succession plan checklist type program. Strategic foresight is built through a foundation throughout the organization with a budget, goals, and philosophy. Organizations should look at this through a long-term lens.

Due to the increased number of police professionals leaving the profession through retirement, attrition, public sentiment regarding policing, and other reasons, it is imperative now more than ever that a contemporary police department have a strategic foresight plan. Strategic foresight helps ensure that agencies continue to effectively operate without disruption after a personnel transfer, when employees leave their organization, or retire.

Police executives are expected to prepare the future leaders of the organization which can mean allowing staff to develop by experiencing different assignments over several years.

Depending on employee turnover or the size of a department this can vary.

To overcome the challenge of staff not benefiting from time to develop and grow in a variety of positions, agencies must focus on increasing training for staff to prepare them for advancement. Some organizations have brought outside trainers to the agency for training, ongoing coaching, and staff development. Another unique consequence of this challenge is many agencies are increasingly recruiting for supervisory and management positions from outside agencies due to limited experiences of staff within the organization.

The management and supervision of the SMPD falls on the shoulders of the Chief and Captain, and the Chief began in March of 2023.

A challenge for the SMPD is the tenure of the existing patrol officers, with the average years of experience being 2.8 years. The most junior officer has less than six months of experience, and the most senior patrol officer has 8 years of experience. The sole traffic officer has 25 years of experience. From a different lens the average tenure of the existing patrol sergeant rank is five years; the sergeants are the watch commanders and highest-ranking persons on duty during the night and weekend shifts. The most junior sergeant has three years of experience, and the most senior sergeant has 7 years of experience.

Some notable strategic foresight recommendations are:
§ Include coaching in the career development plan.
§ Develop talent by creating a strategic step-by-step succession plan. § Create bureau, section, and unit manuals so key information is readily available.

Manuals help retain critical information that may not be relayed when a person leaves or retires.
§ Communicate the strategic foresight plan to department members. 124
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§ Track workforce key factors such as:
o Number of employees who are eligible for retirement and their current assignments. o Ensure those eligible for retirement are distributed across the organization and not in one division.
§ Identify years of service/tenure of employees. Those closer to retirement can impart important institutional knowledge on less tenured employees. § Identify where junior/less tenured and experienced employees are assigned and make adjustments where possible.
§ Track and monitor appointment dates, age at appointment, and separation trends.

Ongoing attention will help forecast future staffing needs across different circumstances and also assist with retention efforts.

Meliora PSC recommends SMPD develop a strategic foresight plan and the executive staff communicate the plan and philosophy to the department.

During the assessment process, Meliora PSC noted an opportunity for improved management with the reorganization of the police department into three divisions, the addition of two lieutenants and one professional staff administrator. Details regarding this recommendation are outlined in the Structure and Responsibility section of this report. Also, throughout the report, Meliora PSC will further describe areas of opportunity in the organization to include proper staffing and span of control.

DIVISION / SECTION / UNIT MANUALS
A manual is a reference tool developed to assist personnel in performing the duties of an assigned position. Manuals also help to confirm efforts are not being duplicated within an organization as well as clearly define the expected roles and responsibilities.

Due to the multitude of responsibilities managed within the SMPD it is important that personnel who rotate through assignments have a way of learning and understanding their duties and responsibilities.

Meliora PSC learned that very few in-house manuals exist, and some units are using manuals from outside entities such as the POST FTO Manual. Additionally, staff confirmed that a manual would assist employees in their position. Meliora PSC recommends the SMPD develop manuals for each area of the department.

PERSONNEL MANAGEMENT
§ Complete annual evaluations on all part-time employees, using the same process as fulltime employees. (Recommendation #43) § Conduct an interview and annual evaluation review for all specialty positions. (Recommendation #44)
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§ Transition the specialty assignment rotation verbiage out of the MOU and into the department policy and include a mandatory rotation schedule for special assignment positions. (Recommendation #45)
§ Utilize the LEFTA system to electronically track all employees, their assignments, promotions, and other personnel data, with viewing privileges limited to authorized personnel. (Recommendation #46)
§ Develop a strategic foresight plan and communicate the plan and philosophy to department members. (Recommendation #47)
§ Develop manuals for each area of the department. (Recommendation #48) Professional Standards Section
The SMPD does not have a standalone Professional Standards section; the duties and responsibilities that would typically fall under a section of this nature would be managed by a lieutenant.

See the Structure and Responsibility section of this report for further information about the recommended re-organization of the department to three sections; one of which is a standalone administration section. In the suggested re-organization, the administration section led by a lieutenant, who would report to the Captain, would have a professional standards unit, training unit, equipment management, and technology services.

DUTIES AND RESPONSIBLITIES
Professional Standards provides personnel services to the department’s 56 members; 23 fulltime employees, 14 part-time employees and 19 volunteers. Below is a summary of the professional standards staff responsibilities; however, this list is not exhaustive. § Custodian of personnel records.
§ Manage and supervise Personnel, Internal Affairs Investigations, Recruitment, PreEmployment Investigations (Backgrounds), Hiring and Training. § Ensure compliance with personnel related federal and state mandated laws. § Claims manager.
§ Oversee policy manual management.
§ Serves as the liaison with the City’s Human Resources Department.

CUSTODIAN OF PERSONNEL RECORDS
SMPD Policy § 1013 – Personnel Records, Department File § 1013.3 outlines what personnel records are maintained and for how long. The Captain described the SMPD’s retention schedule which fell in line with the policy. The police department maintains personnel records such as background investigations, internal affairs investigations, and original evaluations. The city also maintains personnel records, such as step increases, City personnel documents and copies of personnel evaluations.
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A review of the SMPD’s personnel records policy content was done, the policy outlines SMPD’s retention schedule as well as lists governing federal and state codes. Meliora PSC recommends SMPD staff who manage personnel records attend personnel records and public records act training. The Captain has attended public records act training.

PROFESSIONAL STANDARDS RECOMMENDATION
§ Assign staff who manage personnel records to attend personnel records and public records act training. (Recommendation #49)
Personnel
The Captain is responsible for Personnel, including recruiting and retention, hiring, and training qualified individuals to work at the SMPD in both sworn and professional staff positions. As part of that function, the Captain serves as the primary point of contact for the City’s Human Resources Department.

RE-INTEGRATION PROGRAM
A “Re-integration Program” is designed to re-integrate employees who have been off work for three or more months, due to an injury or other reasons, by providing them refreshers on pertinent information, systems, policies, as well as having the returning employees complete any training missed during their absence. SMPD does not have a formal re-integration program but do have returning employees receive refreshers on pertinent information, systems, policies, as well as having the returning employees complete any training missed during their absence and having sworn officers qualify at the gun range before going back in field service. Meliora PSC encourages SMPD to formalize a re-integration program.

RETENTION
Equally important to recruitment and hiring is retention. The first step in retaining employees is ensuring they are properly welcomed to the agency. Onboarding new hires is the welcoming process agencies do to integrate employees into the organization. The City’s Human Resources Department conducts onboarding for new employees which covers mostly administrative paperwork and explanation of City benefits. The SMPD is praised for having a police specific new employee orientation also known as onboarding process. This orientation takes place during an employee’s first two weeks at SMPD and is 10 hours in length. SMPD also has a twopage check-off list that is used to ensure all employees receive the same onboarding information. Additionally, the SMPD Communications and Records Units include the orientation information in their operations manual. Having a police department specific onboarding program allows the police department face-to-face time with a new employee to set goals and expectations as well as show its commitment to providing a positive work environment. 127
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Employees are a valuable commodity to organizations, and it is in the police department’s best interest to meet with employees to address issues that may result in staff seeking other employment. In addition to meeting with staff and learning about challenges that may cause them to contemplate leaving, conducting exit interviews with those who separate due to retirement, transferring to another agency, or leaving for other reasons, are insightful in understanding employee satisfaction, department culture, and areas for organizational improvement. Typically, the Chief has scheduled meetings with the Peace Officers Association (POA) to discuss emerging issues and departmental trends. These meetings also present an opportunity to discuss and gain insight regarding reasons why personnel may be contemplating leaving. Lastly, usually a member of the organization’s executive staff will speak with a departing employee to gain insight into the organization and/or why the employee is leaving.

SMPD is complimented as the Chief personally conducts exit interviews with departing employees, as well as the City’s Human Resource Department conducting employee exit interviews. Meliora PSC recommends both departments meet and share SMPD specific information that is learned from the independent exit interviews to improve overall organizational management.

RECRUITMENT AND HIRING
Recruitment, hiring, retention, and training of the best law enforcement officers is critical for an efficiently run organization and for a safe and flourishing community. Recruitment, hiring and retention of qualified people to serve the community has historically been a challenge for the policing profession. Recently, the task of finding character-minded individuals willing to join the profession has been reduced for a number of factors including increased external scrutiny, negative public perception of the policing profession, and increased risk of physical and reputational harm. Agencies are finding the need to evolve their recruitment and hiring process through new procedures, changes in incentives, and identifying and implementing best practices. The industry is also losing experienced police professionals who are opting to retire early or change careers and leave the industry all together.

Meliora PSC reviewed hiring data which showed that SMPD’s average patrol officer tenure is

2.8 years. This number, however, does not account for lateral experience (only SMPD years of experience is counted).

SMPD Policy § 1000 – Recruitment and Selection – provides a framework for employee recruiting efforts and identifying job-related standards for the selection process and incorporates equal opportunities for all applicants. The department focuses on “those individuals who demonstrate a commitment to service and who possess the traits and characteristics that reflect personal integrity and high ethical standards.” The policy describes their recruitment strategy, the selection process, background investigation, disqualification guidelines, employment standards and documents information on probationary periods. The policy was reviewed and found to be thorough and reflective of contemporary hiring standards. 128
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The use of social media and recruitment ads has historically been used by agencies across the region to reach out to potential candidates. However, the best recruiters are members of their own agency. According to a recent California Police Chiefs article5, small agencies find success with in-person visits of unaffiliated recruits in California police academies. Establishing relationships with interested candidates is a key step in developing committed employees.

When candidates visit the agency, meeting with command staff as well as future peer officers, allows the new generation of police candidates the chance to get to know the department and begin to build relationships as a team member. Fortunately, the SMPD has not experienced recruitment difficulties; they do not have any officer vacancies. SMPD is commended for their recruitment and selection strategy.

As mentioned earlier in the City and department demographics section, it is important to analyze personnel data and applicant information to assist the police department in focusing recruitment efforts on enhancing diversity in hiring qualified employees that are reflective of the community it serves. Diversity in the workplace means having a workforce inclusive of diverse backgrounds and national origins as well as gender, cultural background, sexual orientations, and life experience. It also means that the organization fosters a sense of belonging that makes everyone feel like they are members of the team.

SMPD does not track personnel by gender or race, nor does it have a system in place to do so.

Meliora PSC encourages SMPD to monitor the City’s demographic information and the agency’s personnel data. Meliora PSC recommends SMPD track personnel demographic information.

Staff was able to provide Meliora PSC gender information for current employees reflected in Table 42. The table includes all department members; full-time, part-time and volunteers.

TABLE 42: Sierra Madre Police Department Members Gender Demographics

POSITION MALE FEMALE
18 Sworn Full-time 17 1
5 Professional Staff Full-time 0 5
11 Sworn Part-time 10 1
3 Professional Staff Part-time 0 3
7 Reserve Officer Volunteers 7 0
12 Volunteers 9 3
TOTAL 43 13
SOURCE: Sierra Madre Police Department.

Earlier in the demographics section of the report, the City’s demographics were compared to SMPD demographics, and showed 6.9% of SMPD sworn members are women. As discussed, the 30x30 initiative seeks to advance the representation and experiences of women in policing; in short police organizations are encouraged to increase the number of women in policing to 30% 5 Ahearn, B. (2022). Recruiting for a Small Rural Sheriff’s office. California Police Chief, Winter 2022, 12-13. 129
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by 2030. The 30x30 initiative further explains it uses scientific data to show that not until 30% is achieved will it impact culture versus assimilating into the status quo. The point of this scientific data is that women need to “thrive and not just survive.” The 30x30 initiative also serves to highlight culture, in that police and sheriff organizations are encouraged to transfer their culture to support and celebrate the value of diverse and underrepresented personnel.

PRE-EMPLOYMENT INVESTIGATIONS
The pre-employment background investigation is one of the most crucial investigations of a police department as those allowed to become members of the organization have a huge responsibility to lead their lives with the highest levels of integrity in keeping with the Law Enforcement Code of Ethics. Due to limited resources the SMPD outsources their preemployment backgrounds. This is customary practice for more agencies as background companies can be hired on an as-needed basis saving valuable resources and getting investigations completed more quickly. SMPD is complimented in the efficient and costeffective strategy to complete the hiring process, wherein timeliness is important in a competitive hiring environment.

The SMPD background investigation process uses the California POST Investigations manual which works in conjunction with the POST 10 dimensions that are incorporated into the background process. The dimensions are as follows:
§ Integrity
§ Impulse Control/Attention to Safety
§ Substance Abuse and Other Risk-Taking Behavior
§ Stress Tolerance
§ Confronting and Overcoming Problems, Obstacles, and Adversity § Conscientiousness
§ Interpersonal Skills
§ Decision-Making and Judgment
§ Learning Ability
§ Communication Skills

PERSONNEL RECOMMENDATIONS
§ Share exit interview information gained from HR and the department related to SMPD. (Recommendation #50)
§ Track personnel demographic information. (Recommendation #51) Employee Wellness
The 21st Century Policing report, Pillar 6: Officer Wellness and Safety states, “The wellness and safety of LEOs (Law Enforcement Officers) is critical not only to themselves, their colleagues and 130
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their agencies, but also to public safety.” The SMPD Wellness Program is governed by Policy § 1034. The policy states, “It is the policy of the Sierra Madre Police Department to prioritize member wellness to foster fitness for duty and support a healthy quality of life for department members.” SMPD is complimented for their awareness that a program of this nature is beneficial for their department members. Further, department administration is also aware that they need to further improve and expand this program.

Policy § 1034.3 states that the department should appoint a trained wellness coordinator.

Meliora PSC recommends SMPD appoint a trained wellness coordinator or outsource this duty to an trained professional with police experience. Following the appointment of a coordinator SMPD should ensure that the coordinator is fulfilling the responsibilities of the position as outlined in their policy.

SMPD Policy § 1034.5 outlines the department's critical incident stress debriefing process. The wellness coordinator is responsible for organizing a debriefing. Since no coordinator is in place the Captain manages this task. Meliora PSC recommends the Wellness program policy should be amended until a wellness coordinator is appointed; temporarily assign this to a sergeant as an ancillary duty and provide the requisite training.

SMPD Policy § 1034.7 outlines the department's physical wellness program. This policy section further says that the wellness “coordinator is responsible for establishing guidelines for an onduty physical wellness program.” SMPD Policy § 1034.8 states, “At least annually, the coordinator or the authorized designee should audit the effectiveness of the department's wellness program and prepare a report summarizing the findings.” Meliora PSC recommends SMPD conduct an audit annually of the wellness program.

SMPD Policy § 1034.9 states, “The coordinator or the authorized designee should collaborate with the Training Sergeant to provide all members with regular training on topics related to member wellness” and should forward to the training sergeant “training materials, curriculum, and attendance records.” Meliora PSC recommends wellness training is provided to the department and that training records be retained.

The Officer Wellness and Mental Health (Officer Wellness) Grant Program, established in the 2022 Budget Act (Assembly Bill 178, Chapter 45, Statues of 2022), provided $50 million to city and county law enforcement agencies for the purpose of improving officer wellness and expanding mental health resources. Of the $50 million, SMPD received a California Wellness and Mental Health grant in the amount of $15,000. The grant outlines that funding may be used for any of the following purposes:
§ Establishing or expanding officer wellness units.
§ Establishing or expanding peer support units.
§ Services provided by a licensed mental health professional, counselor or other professional that works with law enforcement.
§ Expanding mutual aid programs focused on officer wellness and mental health. 131
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§ Other programs and services that are evidenced based or have a successful track record of enhancing officer wellness.

The 2022 grant further states, “The five allowable uses are broad in nature. This was by design so that each recipient could determine how to utilize the funds to best meet the needs of the employees in their respective agency.” Recipients of Officer Wellness grant funds are required to report information related to grant administration, expenditures, and impact. Meliora PSC recommends SMPD begin to utilize the grant funds and report information related to this California Wellness and Mental Health grant as required by the State of California Board of State and Community Corrections.

PEER SUPPORT
The US Department of Justice COPS Office Peer Support for Officer Wellness February 2023 Volume 17 Issue 2 article states, “During difficult times, an officer may be more comfortable approaching a peer who understands the context and has experienced the same stressors.” SMPD Policy § 1034.4 outlines the department’s peer support; however, they do not have a peer support team which is typical for a smaller agency of this size. Meliora PSC recommends this section be removed from their wellness policy. Meliora PSC learned that the department will be seeking the services of a local neighboring agency who has a trained peer support team to provide mental and emotional wellness support to help SMPD members cope with critical incidents and certain personal and professional problems.

The psychological effect of being off work for an extended amount of time can weigh profoundly on an employee and leave them feeling hopeless and alone. A peer support program and its team can be utilized to reach out monthly to SMPD members who are out due to an on-duty injury to check in on them.

EARLY INTERVENTION PROGRAM
An Early Intervention Program (EIP) is a resource for supervisory personnel to identify employees who may display symptoms of job stress, performance problems at early stages, or personal matters impacting their job performance and/or conduct. The intent of an EIP is to proactively provide employees with the assistance and training necessary to perform their assigned duties in an effective and efficient manner. While individual incidents such as personnel complaints, traffic collisions, and uses of force are reviewed at the time of occurrence by a supervisor and managers, these incidents may appear acceptable in isolation, but a pattern of less-than-optimal job performance may be developing that is more difficult to identify. Tracking the indicators detailed in this program enables supervisors to examine the totality of an individual’s actions and make a more accurate assessment of the employee’s wellbeing. 132
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The following table shows a sample of early intervention indicators and a threshold schedule that may be of value to the organization. Each agency that chooses to utilize an EIP should establish its own list of indicators and a threshold schedule that meets the needs of the organization, while considering workload demands present in that agency. This is only a sample for illustration purposes.

TABLE 43: Sample Early Intervention Program Thresholds
Incident Type # of incidents Threshold
Administrative investigation X 3 incidents within 12 months Citizen complaint X 3 incidents within 12 months
Missed court X 2 incidents within 12
Use of force X months 4 incidents within 12
Vehicle accidents X months 2 incidents within 12
Vehicle pursuit X months 2 incidents within 12
Cumulative total X months 7 incidents within 12
months
It is important to note that the notification triggered by reaching a threshold in and of itself does not suggest a definitive problem with an employee, but rather, informs supervision of a high rate of total incidents, which is a number determined by the department. For instance, officers working in high-crime areas are more commonly involved in arrests and uses of force, thereby potentially triggering a notification even though their actions may be entirely appropriate. This applies to more proactive officers as well. Nonetheless, the department can look at the employees’ pattern of conduct and determine if there may be any concerns at the earliest stages. If so, the concern can be addressed through counseling, training, or as otherwise called for. Since SMPD does not have an early intervention program, Meliora PSC recommends SMPD implement an EIP.

EMPLOYEE WELLNESS RECOMMENDATIONS
§ Appoint a trained wellness coordinator or outsource this duty and ensure the coordinator is fulfilling the responsibilities of the position as outlined in the department policy. (Recommendation #52)
§ Amend the Wellness program policy until such time a wellness coordinator is appointed; temporarily assign a sergeant these duties as an ancillary duty and provide requisite training.(Recommendation #53)
§ Audit the effectiveness of the department's wellness program annually and prepare a report summarizing the findings. (Recommendation #54)
§ Provide all department members with regular training on topics related to wellness and retain training materials, curriculum, and attendance records. (Recommendation #55) § Utilize grant funds received and report information related to the California Wellness and Mental Health grant as required by the State of California Board of State and Community Corrections. (Recommendation #56)
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§ Remove Policy § 1034.4, Peer Support program, from the wellness policy as no in house peer support program exists. (Recommendation #57)
§ Implement an employee early intervention program. (Recommendation #58) Policy Management
Considering the ever-changing challenges and legislative mandates in policing, maintaining a comprehensive and up-to-date policy manual is critical, yet difficult. Policies set the operational expectations and guidelines for the effective and efficient management of a police organization.

As a result of the rapid rate of changes in the law based on court decisions, legislation, and current events, many agencies have sought Lexipol, an external source to provide policies that are consistent with best practices. The organization maintains the ability to modify policies to meet their specific operational needs and objectives. In addition to providing up-to-date policies, there is an app for every department member as well as the ability to include the training module to ensure policies are routinely being trained on and documented.

SMPD Policy Manual is 736 pages, not including attachments, and addresses most areas of the department. Throughout the report, references to policies and opportunities for additional policies or updated language have been recommended.

SMPD Policy § 103 – Policy Manual – section 103.3 indicates, “The Chief of Police shall be considered the ultimate authority for the content and adoption of the provisions of this manual and shall ensure compliance with all applicable federal, state, and local laws.” Section 103.6 states, “The Chief of Police will ensure that the Policy Manual is periodically reviewed and updated as necessary.” As long as the department does not change the basics of the policy Lexipol adds a layer of legal protection as Lexipol attorneys constantly review evolving laws, court decisions, and provide draft policy revisions for the department to review and adopt as appropriate. The recommended revisions are typically distributed a few times a year. However, the agency is responsible for staying abreast of the updates and conducting a review to determine applicability to the agency. The police department retains control of and responsibility for policy language.

The process for updating existing policies or adding new policies (such as when mandated), is managed through the Lexipol software system. Currently the administration and management of Lexipol is done by the Captain.

The Chief of Police has assigned each of the four sergeants a portion of the policy manual to review and provide areas of recommendations and/or updates needed; this is currently in progress. Adding a lieutenant to the proposed administrative section would aid in adding an added risk management layer where a manager could ensure that policies are aligned with department goals and objectives and engage or consult with the Captain and Chief for guidance or concurrence. Meliora PSC suggests that should SMPD revisit adding a lieutenant to the 134
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organizational structure, the responsibility to keep the policy manual up-to-date should rest with that lieutenant.

Lexipol has a management and training platform. Lexipol states that their online Knowledge Management System (KMS) “provides electronic policy acknowledgement tracking, automatic archiving of policy versions and efficient distribution of policies and training to staff.” The KMS system increases the efficiency and timeliness of policy update reviews and subsequent acceptance or editing of new policy language. It can be conducted in a meeting environment with all key stakeholders, such as the supervisor (both sworn and professional staff), having read the requisite policies in advance. The team can review the agency’s policy updates online and present them on screen in the department’s briefing room. Attendees can comment and discuss the language to ensure subject-matter-experts and supervisors have ample voice before a decision is made about the policy language. The edits can be made in real-time and saved for distribution to agency members. Meliora PSC has found that review meetings improve input, inclusion, timeliness, and shared responsibility in policy compliance.

An area of opportunity for the SMPD is their process for employees reviewing, acknowledging, and updating policies. During the site visit, Meliora PSC noted that SMPD’s Lexipol services are not being fully used. An example in the Training section of this report is that Daily Training Bulletins (DTBs) are currently only being used for full-time sworn officers and reserve officers.

SMPD staff advised that beginning July 2024, they will be increasing their service contract with Lexipol to have them do SMPD policy management, DTB and policy update issuance to department members as well as monitoring and compliance management of department personnel’s completion and review of both policy and DTB’s. With the increased service component, Lexipol will also send SMPD administration re-occurring compliance reports so that proper action can be taken if personnel are not in compliance. Meliora PSC recommends SMPD add the Lexipol app to department-owned mobile phones, desktops, and laptops so staff can access the policy manual, including remotely from the field.

Currently, if the Captain is prompted by Lexipol that an employee is out of compliance with either the policy review or DTB’s, the Captain will notify the employees respective sergeant who then ensures the employee becomes compliant. Meliora PSC inquired as to employee review of their latest policy version as well as the DTB acknowledgement; SMPD provided a report that indicated six department members are not compliant: four full-time, one part-time, and one reserve officer. Meliora PSC recommends SMPD transition to utilizing contemporary terminology, professional staff, in the Policy Manual versus using the default verbiage of nonsworn or civilian.

POLICY MANAGEMENT RECOMMENDATIONS
§ Add the Lexipol app to department-owned mobile phones, desktops, and laptops, to provide staff instant access to policies and procedures. (Recommendation #59) § Transition to utilizing contemporary terminology, professional staff, in the Policy Manual versus using the default verbiage of non-sworn or civilian. (Recommendation #60) 135
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Internal Affairs
Ethical behavior is the cornerstone of public trust. For any public safety organization to maintain such trust, it must constantly demonstrate that its relationship with the community will be fair, objective and rooted in consistently applied ethical practices. Members of the SMPD are expected to demonstrate, through words and actions, that the best interest of the public is always at the forefront of their decisions.

By July 2024 SMPD will be using Lefta Systems for internal affairs data tracking system.

PERSONNEL COMPLAINTS
Trust in American policing is experiencing a pendulum swing and maintaining the public’s trust is vital to the mission of public safety. Sir Robert Peel is credited with saying:

To recognize always that the power of the police to fulfill their functions and duties is dependent on public approval of their existence, actions and behavior, and on their ability to secure and maintain public respect.

SMPD receives complaints and gives appropriate supervisory and management attention to allegations of misconduct. The complaint process is posted on the department’s website as required by law and includes a fillable complaint form that can be printed and given to the police department. Additionally, during Meliora PSC’s site visit hard copies of the complaint form were observed in the police department lobby. Providing the public access to complaints as well as commendation forms in person in the department’s lobby and online is in keeping with best practice. Meliora PSC encourages the SMPD to add an employee commendation form to their website as well as hard copies in their lobby. SMPD supports employees who come forward with an internal complaint, and Meliora PSC recommends to further support internal accountability, SMPD should develop and implement a formalized complaint process mechanism for employees.

Police departments must exhibit professionalism, courtesy, and significance to those who bring favorable, but importantly, report potential misconduct or deficient performance. SMPD Policy § 1010.2 – specifically addresses this by stating, “The Sierra Madre Police Department takes seriously all complaints regarding the service provided by the Department and the conduct of its members.” The policy further indicates, “It is also the policy of this department to ensure that the community can report misconduct without concern for reprisal or retaliation.” The acceptance of a community member complaint is critical to preserving the integrity of the police department and maintaining public trust. Equally important is ensuring communication with the community members throughout the process. It would serve the police department well if in their Personnel Complaint policy, § 1010.4.2 – Acceptance of complaints, and in practice, that they underscore the importance of communication at the onset of the complaint 136
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process where the supervisor is required to ensure the complainant is provided the investigator’s name and the complaint number within three days after assignment.

Meliora recommends the policy should require periodic updates on the status of the investigation with the complainant as well as the final disposition (SMPD Policy § 1010.10.3).

SMPD staff felt as though they communicated efficiently with complainants at the onset of a complaint and during the subsequent investigation. To ensure consistent handling of complaint investigations, Meliora PSC recommends SMPD restore the lieutenant position and have the lieutenant manage the administration section under the guidance of the Captain. There should be a layer between the Captain and the internal affairs investigators as the Captain reviews, renders a decision and recommends discipline on complaints. The lieutenant could conduct investigations and/or oversee all complaint investigations and verify contact with the complainant at the onset, during, and upon conclusion of the personnel investigation.

Employees pursue their career with the best intentions. When misjudgment occurs, employees will accept discipline and criticism in a more positive manner when they feel the process was conducted properly and they have been provided continuous updates. The guidelines set forth by the police department are intended to establish consistency with the internal affairs process and promote the philosophy tenants of leadership and excellence.

Being the subject of a personnel complaint can be one of the most stressful parts of an employee’s career; therefore, supervisors must understand the dynamics of the process before an investigation begins. Supervisors have the responsibility to ensure that employees understand the personnel investigation process and subject employees are kept current on the status of their investigation. Supervisors are also tasked with conducting timely, thorough, and complete investigations that are based on facts, without bias. The investigation must be completed with strict compliance with employee rights, policy, and law. Weekly complaint/internal affairs case reviews by handling sergeants should be conducted with the Captain.

As with background investigations, several agencies across the state have opted to seek outside investigators to conduct personnel investigations, whether they are complaints from a member of the community or internally generated. In addition to completing the investigations in a timely manner and without impacting the sergeants’ primary duties, investigations could be done by a lieutenant or by an external investigator. External investigations promote confidence in the objectiveness of the investigation. Staff indicated complaints are assigned to a sergeant with the following exceptions: sensitive investigations and cases where the IA investigator must be at least one rank higher than the accused employee. For example, if the accused employee is a sergeant, then normally a lieutenant would be assigned as the complaint investigator; however, SMPD does not have a lieutenant rank. These exceptions are assigned/contracted to an external investigator. The Captain should not conduct investigations as he is the person who renders a disposition on the complaint. SMPD is commended for proactively using outside investigators, when needed, which is a contemporary practice in the industry. 137
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Personnel Investigative Process
Reporting and investigating allegations of employee misconduct are established in SMPD Policy § 320 – Standards of Conduct and Policy § 1010 – Personnel Complaints. Upon receipt of complaint, the matter is classified and defined as either:
§ Informal – A matter in which the Captain is satisfied that appropriate action has been taken by a supervisor of rank greater than the accused member. § Formal – A matter in which a supervisor determines that further action is warranted.

Such complaints may be investigated by a supervisor of rank greater than the accused member or referred to the Captain, depending on the seriousness and complexity of the investigation.
§ Incomplete – A matter in which the complaining party either refuses to cooperate or becomes unavailable after diligent follow-up investigation. At the discretion of the assigned supervisor or the Captain, such matters may be further investigated depending on the seriousness of the complaint and the availability of sufficient information.

Complaints may be resolved between the supervisor and complainant, a practice that is appropriate. By meeting with the complainant, the supervisor is able to learn more about the facts concerning the incident and to explain the officer’s conduct where appropriate. Often times, the explanation and insight provided resolves the matter. Other times, the supervisor may learn additional information not previously known that elevates the complaint to a formal one. Interaction with the public and supervisor is key to communication and continuing to build trust.

Meliora PSC noted per SMPD Policy § 1010.6.2 (h) – Administrative Investigation Procedures, interviews of all members and witnesses should be recorded. Meliora PSC recommends the policy also indicate that upon acceptance of a complaint, the initial contact with the complainant be recorded. Recording interviews is a key aspect of the investigative process so that all parties’ interviews can be transcribed for the post-investigative process. Having both transcripts as well as recordings provides details and context to the facts of the investigation so that the police department may make the most appropriate determination. SMPD does not transcribe interviews. Meliora PSC recommends SMPD transcribe interviews and that the transcriptions are included in the investigative report, an important aspect of a complete investigation.

Per Policy § 1010.6.4 – Completion of Investigations, “Every investigator or supervisor assigned to investigate a personnel complaint or other alleged misconduct shall proceed with due diligence in an effort to complete the investigation within one year from the date of discovery by an individual authorized to initiate an investigation (Government Code § 3304).” It further states, “In the event that an investigation cannot be completed within one year of discovery, the assigned investigator or supervisor shall ensure that an extension or delay is warranted within the exceptions set forth in Government Code § 3304(d) or Government Code § 3508.1.” 138
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Currently, SMPD has an investigation pending; the delay is warranted and falls within the exception set forth in the government code. All pursuits, traffic collisions and use of force investigations have a disposition; none are pending.

Upon completion of the personnel investigation, a conclusion of fact is determined. SMPD’s policy lists the following findings:

Unfounded – When the investigation discloses that the alleged acts did not occur or did not involve department members. Complaints that are determined to be frivolous will fall within the classification of unfounded (Penal Code § 832.8).

Exonerated – When the investigation discloses that the alleged act occurred but that the act was justified, lawful, and/or proper.

Not Sustained – When the investigation discloses that there is insufficient evidence to sustain the complaint or fully exonerate the member.

Sustained – A final determination by an investigating agency, commission, board, hearing officer, or arbitrator, as applicable, following an investigation and opportunity for an administrative appeal pursuant to Government Code § 3304 and Government Code § 3304.5 that the actions of an officer were found to violate law or department policy (Penal Code § 832.8).

If an investigation discloses misconduct or improper job performance that was not alleged in the original complaint, the investigator shall take appropriate action with regard to any additional allegations.

As mentioned elsewhere in this report SMPD is in the process of reviewing and updating their policies It is our understanding the department will be expanding their findings/dispositions in the near future.

Discipline
Per Policy § 1010.10.1, “Upon receipt of any completed personnel investigation, the Captain of the involved member shall review the entire investigative file, the member's personnel file, and any other relevant materials. The Captain may make recommendations regarding the disposition of any allegations and the amount of discipline, if any, to be imposed.” Per Policy § 1010.10.2, “Upon receipt of any written recommendation for disciplinary action, the Chief of Police shall review the recommendation and all accompanying materials. The Chief of Police may modify any recommendation and/or may return the file to the Captain for further investigation or action. Once the Chief of Police is satisfied that no further investigation or action is required by staff, the Chief of Police shall determine the amount of discipline, if any, that should be imposed. ” Examples of disciplinary action include written reprimand, suspension, demotion, or termination.
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In accordance with current case law, any documentation of counseling, oral reprimand, or training that is provided because of a sustained personnel complaint shall not state or infer said counseling, oral reprimand, or training was imposed as a form of discipline, either implicit or implied.

COMPLAINT INFORMATION AND DATA
The following tables reflect SMPD’s total number of complaints and personnel investigations received and associated dispositions for the last five years. In 2022, of the three complaints from community members, all were unfounded. Of the four 2022 internal affairs investigations, one was sustained, two were unfounded and one is pending.

It is not unusual for there to be a higher percentage of sustained findings in internal complaint investigations as opposed to complaints from community members. Internal complaints are typically generated from supervisors or office personnel who are more aware of specific policy violations and report violations. So, there may be a higher likelihood that an internal complaint is sustained. External complaints may be based on procedural issues or not provide the community member with the benefit of context on why an officer performed in the manner he/she did. This is not to say that all complaints by community members lack foundation for poor service and/or policy violation, but rather to share insight from this noteworthy outcome in assessments conducted across the county. SMPD submits the Annual Report of Civilians’ Complaints Against Peace Officers annually to the State of California/Department of Justice.

TABLE 44: Complaints by Member of the Public, 2019-2023 Total Sustained Not Sustained Exonerated Unfounded Cancelled by Complainant
2019 6 0 0 0 6 0
2020 3 0 0 0 1 2
2021 5 0 0 0 3 2
2022 3 0 0 0 3 0
2023 0 0 0 0 0 0
Total 17 0 0 0 13 4
TABLE 45: Internal Complaints, 2019-2023
Total Sustained Not Sustained Exonerated Unfounded Pending 2019 2 2 0 0 0 0
2020 2 1 0 0 1 0
2021 2 1 0 0 1 0
2022 4 1 0 0 2 1
2023 0 0 0 0 0 0
Total 10 5 0 0 4 1
Tables 44 & 45 Source: Sierra Madre Police Department
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Meliora PSC learned that supervisors may handle a complaint informally. Per SMPD Policy § 1009.3, “Inquiries about conduct or performance that, if true, would not violate department policy or federal, state, or local law, policy or rule may be handled informally by a supervisor and shall not be considered a personnel complaint. Such inquiries generally include clarification regarding policy, procedures, or the response to specific incidents by the Department.” SMPD began tracking inquiries in 2020. SMPD currently uses Notebook to track complaints/internal affairs investigations; they will be transitioning to using Lefta Systems in June 2024 as an electronic tracking mechanism. The electronic system (such as Lefta Systems, Axon Standard or IAPro / Blue Team) should also include other risk management areas such as pursuits, use of force, commendations, forced entries, on-duty traffic collisions, missed court appearances, etc.

An efficient system would include the ability for supervisors to upload documents as well as recordings for administrative review as well as provide the ability to provide data analytics to include management reports and graphs.

Many agencies respond to allegations of misconduct as they occur, this approach is reactive.

Contemporary organizations are shifting the approach to include a more proactive strategy towards internal affairs and department operations overall. This includes implementing random audits and inspections of all employees, equipment, incident/offense reports, attendance records, property receipts, rejected criminal investigations, training records, and other documentation for quality assurance, safety, and compliance with policies. This could also include selecting random police reports, checking property and evidence, accuracy of traffic citations, and attendance at traffic court. Meliora PSC mostly sees this type of approach at larger size agencies due to the number of employees relative to span of control. Smaller agencies tend to have more frequent contact with employees due to the ratio of supervisor/employee and a smaller facility. Meliora PSC encourages SMPD to consider following this type of contemporary proactive approach.

INTERNAL AFFAIRS RECOMMENDATIONS
§ Develop and implement a formalized complaint process mechanism for employees. (Recommendation #61)
§ Update the personnel complaint policy to require periodic updates with the complainant regarding the status of the investigation. (Recommendation #62) § Restore a lieutenant position to conduct investigations and/or oversee an administrative section, including overseeing all complaint investigations. (Recommendation #63) § Update the policy to indicate upon acceptance of a complaint, the initial contact with the complainant is recorded. (Recommendation #64)
§ Transcribe all interviews and include transcriptions in the investigative report. (Recommendation #65)
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Use of Force
The necessary and appropriate use of force in carrying out a police officer duties up to and including the taking of a human life is among the most complex, difficult, and critiqued actions of law enforcement. Now more than ever, the application of force is examined and judged.

With the ease with which people are using cellphones and social media to record police in the performance of their duties, including their use of force, it is essential and critical that the office have and follow a comprehensive, up-to-date policy on the use of force.

Due to the elevated level of scrutiny and litigation, a comprehensive tracking, review and correction/training process is a necessary requirement. Highly publicized use of force incidents has resulted in a push for reforms on use of force in policing as well as reporting requirements to track use of force incidents and injuries to officers and community members. Per SMPD Policy § 300.5.2, “Statistical data regarding all officer-involved shootings and incidents involving use of force resulting in serious bodily injury is to be reported to the California Department of Justice as required by Government Code § 12525.2. See the Records Section Policy.”

USE OF FORCE POLICIES
Recently, use of force incidents has captured the attention of communities across the nation.

Police interactions that drive the public’s concerns include fatal shooting, severe physical force and/or choke holds that cause unconsciousness or even death, although these types of incidents are not typical police uses of force.

SMPD has several policies pertaining to the use of force, such as:
§ Policy § 300 Use of Force
§ Section 300.3.6 De-escalation
§ Policy § 301 Use of Force Review
§ Policy § 302 Handcuffing and Restraints
§ Policy § 303 Control Devices and Techniques
§ Policy § 304 Conducted Energy Device
§ Policy § 305 Officer-Involved Shootings and Deaths
§ Policy § 306 Firearms
Contemporary police organizations are continually reviewing their use of force policies to balance the importance of protecting human life and the apprehension of suspects. Policies should include training on the use of force; dealing with those with disabilities or in mental health crisis; limitations on and prohibitive uses of force; documentation, reporting, investigation and review; and discipline and accountability.

The California Attorney General provided a list of core principles addressing force issues. The principles include:
§ Proportionality and de-escalation
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§ Prohibiting the Use of Retaliatory Force
§ Limits on Choke or Neck Holds, and Head Strikes
§ Limits on Use of Force on Handcuffed or Restrained People § Clear Policies on Specific Weapons, Including Firearms and Less-Lethal Weapons § Systems for Handling Encounters with People with Disabilities or in Mental Health Crisis § Providing Necessary Medical Assistance
§ Documenting and Reviewing Uses of Force
SMPD includes these core principles in the department policies.

USE OF FORCE REVIEW
Providing relevant training for the use of force as well as de-escalation and crisis intervention training is critical for the police department. The purpose of comprehensive training is to ensure employees are using proper and reasonable applications of force in the performance of their duties. With respect to the use of deadly force, no other responsibility of the city or department has more importance. As Sir Robert Peel said, To use physical force only when the exercise of persuasion, advice and warning is found to be insufficient to obtain public cooperation to an extent necessary to secure observance of law or to restore order, and to use only the minimum degree of physical force which is necessary on any particular occasion for achieving a police objective.

SMPD Policy § 300.7 – Supervisor Responsibility – specifically describes the review and reporting of use of force incidents. The review includes ensuring compliance with policy and training consistent with current state law. Additionally, Policy § 300.7.1 – Watch Commander Responsibility states, “The Watch Commander shall review each use of force by any personnel within his/her command to ensure compliance with this policy.” The use of force policy outlines the employees’ responsibilities for reporting and documenting use of force. The policy does not clearly outline what type of form/memo to file should be completed by a supervisor regarding the documentation of a use of force incident. Meliora PSC recommends the policy should include verbiage related to the documentation of a use of force incident.

Meliora PSC learned that the police department uses a memo type format for documenting use of force incidents. The memo may include the incident information, use of force information, force used by officers, suspect actions, injuries, and electronic device equipment information and details. The sergeant may include a synopsis of the incident including interviews with witnesses and body-worn camera video. Each use of force incident is reviewed by the Captain who determines if the use of force is within policy or not.

SMPD Policy § 301.4 – Review Board – outlines when the board is convened and review of incidents. The Chief of Police may request the Use of Force Review Board to further investigate 143
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the circumstances surrounding any use of force incident. The department review may result in training, equipment updates, policy, and procedure updates and an internal affairs investigation if warranted.

SMPD is applauded for recognizing the need to review use of force incidents, identify any gaps in liability of police administration. By July 2024, the department will be utilizing Lefta Systems to track use of force incidents, Meliora PSC supports the importance of a tracking system. The system will enhance data tracking and the ability to create management reports in the future. A tracking system will also assist in the timely and efficient annual use of force analysis. Meliora PSC recommends an annual use of force analysis be conducted to ensure policy adherence, identify any trends, risk management and liability mitigation, and identify overall training needs.

SMPD Policy § 300.1.1 offers definitions for terms related to use of force applications and incidents. Policy § 300.3 states, “Officers shall use only that amount of force that reasonably appears necessary given the facts and totality of the circumstances known to or perceived by the officer at the time of the event to accomplish a legitimate law enforcement purpose (Penal Code § 835a).”

USE OF FORCE DATA AND STATISTICS
SMPD tracks uses of force. Table 46 below details SMPD’s tracking of use of force incidents over the past five years. All the reported uses of force were within policy. Further, in the past five years there was no use of force involving carotid restraint, discharge of a firearm, or force causing great bodily injury. The fact that none of the encounters resulted in great bodily injury or death is a testament to the deportment of SMPD police officers and the quality training they receive. SMPD is also commended for their transparency in that they post their internal procedure regarding use of force incidents on the website.

TABLE 46: Use of Force Incidents, 2019-2023
Type of Force 2019 2020 2021 2022 2023 Total
Physical Restraint (e.g., bodyweight,
firm grip)
3 1 2 5 0 11
CEW (Conducted Electronic Weapon) 3 1 0 2 0 6
Restraint device 0 0 0 3 0 3
Less than Lethal (e.g., Bean Bag) 0 0 0 1 0 1
Total 3/6* 1/2* 1/2* 5/11* 0 10/21*
Source: Sierra Madre Police Department.

Some force incidents have multiple force options used. For example, in 2022 there were 5 force incidents with 11 force options applied.
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USE OF FORCE RECOMMENDATIONS
§ Update the use of force policy to include verbiage related to the documentation of a use of force incident. (Recommendation #66)
§ Conduct an annual use of force analysis. (Recommendation #67) Training
Training is another critical aspect of policing in the 21st century. Current events have raised society’s awareness of how important remaining up-to-date on best practices, training and equipment is for modern police organizations. Additionally, employees are an agency’s greatest asset. Organizations that continually train and incorporate best practices are demonstrating a commitment to a higher level of service. Members of the SMPD are expected to fully participate in training; training allows employees to grow and gain a better understanding of their field of expertise. Employees who are professionally trained are better able to make sound decisions that are in the best interest of the city, police department, and the community it serves.

SMPD seeks to provide a training program that will provide professional growth and continued development of its personnel. This is accomplished through advanced and in-service training, along with seeking formal education. Training is provided within the confines of funding, requirements of a given assignment, staffing levels, and legal mandates. SMPD Policy § 203 – Training – states, “it is the policy of this department to administer a training program that will provide for the professional growth and continued development of its personnel.” The policy further states, “Training is provided within the confines of funding, requirements of a given assignment, staffing levels, and legal mandates. Whenever possible, the Department will use courses certified by the California Commission on Peace Officer Standards and Training (P.O.S.T.).”
P.O.S.T. is the regulatory agency which establishes and maintains the minimum selection and training standards for California law enforcement. Participating agencies agree to abide by the standards established by P.O.S.T. More than 600 agencies participate in the P.O.S.T. program6 and are eligible to receive the commission's services and benefits. Services and benefits include job-related assessment tools, research into improved officer selection standards, the development of new training courses, reimbursement for training, etc.

The policy does not designate who selects or how a “Training Manager” is selected but does state, “A training plan will be developed and maintained by the Training Coordinator. It is the responsibility of the Training Coordinator to maintain, review, and update the training plan on an ongoing basis.”
6 www.post.ca.gov
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The policy indicates the plan will address the following areas:
§ Legislative Changes
§ State Mandated Training
§ Critical Issues Training

TRAINING PLAN
SMPDs training plan is incorporated into their training matrix Page one of the matrix has information regarding P.O.S.T. mandated training (perishable skills and continued professional credit) and on training that is required by State Legislation. Page two of their training matrix is their training plan which identifies necessary training by rank, position and by specialty assignments. Listing all positions and the respective mandated, essential, and desirable training for each category assists the training manager in keeping up-to-date on who complies and who needs additional training.

Contemporary public safety leaders recognize the importance of providing staff training resources to address the ever-changing challenges in policing and society. As such, taking the initiative to maintain an up-to-date Training Plan that takes into consideration the evolution of policing means the Training Plan is not set in stone. Rather, it adapts to and includes relevant training to prepare police department members to better serve their community. Meliora PSC recommends the Training Plan be expanded to include a summary of its training philosophy, a more detailed purpose, and objectives of training, and key performance indicators.

Additionally, it would be prudent to include a training calendar with a timeline, scheduling and anticipated upcoming training for the year following allowing the department the ability to responsibly plan for staffing and budgetary implications. The calendar allows for departments to backfill staffing and budget preparation in a responsible manner.

Meliora PSC encourages the training manager to add to the training matrix the Chief and Captain’s AB 1234-mandated training regarding the Fair Political Practices Commission ethics training (Form 700). The Captain attended this training in 2021.

Annually the training manager and Captain review the training plan. Input from sworn and professional staff supervisors is sought by the training manager to ensure SMPD staff are involved in the training plan. SMPD is commended for this collaborative and methodical approach.

The training matrix includes racial and cultural diversity training to be completed every 5 years; SMPD should ensure that this training includes principled policing, procedural justice, and implicit bias information as only a few officers have attended the procedural justice course.

During the site visit, Meliora learned that the Sierra Madre PD does not have a program/software that electronically tracks employee training records. If it were automated it would portray a level of professional and efficient way to manage and track data. Absent an electronic employee training records system, it is time-consuming and cumbersome for staff to 146
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manually check individual employee training records and ensure training was attended and recorded; gaps in training could lead to liability exposure. SMPD is aware training records need to be streamlined; they have contracted with Lefta Systems with an expected implementation time of July 2024. SMPD is commended for obtaining an employee training record program/software such as LEFTA Systems to ensure all training records are captured by the Training Unit as well as require the training manager to actively audit and maintain the training records to ensure all training is being completed and documented.

The police department would be better served if it had a training calendar to help keep track and ensure P.O.S.T. 24-hour continued professional training (CPT), mandated training, perishable skills, and other highly recommended training is occurring in a timely fashion. By establishing a training plan the training calendar that follows is an effective way to ensure training occurs and is up-to-date. This is a critical risk management tool for a contemporary police department.

Training policy section § 203.7 Daily Training Bulletins (DTBs) states, “Generally, one training bulletin is available for each day of the month. However, the number of DTBs may be adjusted by the Training Sergeant.” Currently about 17 DTB’s of the 30/31 that are available via Lexipol are being issued to sworn officers and volunteer reserve officers. Part of the reason for this number of issued DTB’s is the time needed to manage the DTB’s. SMPD staff advised that beginning July 2024, they will be increasing their service contract with Lexipol to have them do DTB issuance to all department members as well as monitoring and compliance management of department personnel’s completion and review of DTB’s (also referenced in the Policy Management section of this report). This will assist in DTB management and efficiency.

TRAINING RECORDS / POST
A review of the SMPD’s (June) 2023 Training Plan states that eight (8) hours of First Aid training are received by department personnel every two years, which is in line with what POST requires. Staff indicated all police officers are up-to-date on First Aid/CPR training. SMPD Administration advised that professional staff are included in this type of training. With a halfmillion cardiac arrests each year, CPR/AED training increases the likelihood of saving someone’s life: whether on-duty or off-duty.

Over the past few years, more training for California police personnel has been legislatively mandated. These courses include de-escalation, use of force, and crisis intervention training. In addition to mandated training, police personnel in California are required to attend 24 hours of continued professional training (CPT). Meliora requested a training compliance report for the period of January 1, 2021, through December 31, 2022, which indicated all personnel are in compliance with their 24 hours of CPT and one sworn employee who was out of compliance for perishable skills training. The sworn employee did not complete four hours of arrest and control. After further inquiry, SMPD staff advised that the employee was on medical leave during the 2021-2022 compliance period. SMPD documented this information in the 147
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employees’ training file, and this is something that POST takes into consideration relative to compliance.

POLICE ACADEMY
All new, entry level police officers hired by SMPD must successfully complete a California POSTcertified law enforcement training academy. SMPD has an officer position, referred to as “Recruit,” which is a position earmarked for officer hires who have not yet attended and completed an academy.

Meliora PSC commends SMPD for creating this position as it provides another opportunity to recruit, and hire sworn officers. By including this position, the department can either hire a recruit to attend the police academy or hire a recruit and retain them until an academy start date is available, and/or hire a self-sponsored recruit already attending the academy.

Recruits are those candidates with no prior sworn police experience who are hired by a police organization and paid to attend police training at a state-approved police academy. To enhance the recruit’s success, several police agencies have implemented a pre-academy to provide instruction regarding the academy training environment, scholastic requirements, and physical training to increase the opportunities for success. A pre-academy is usually a two or three-week course where current personnel train the recruit in report writing, physical training, weapons awareness and basic usage, department policy and academy protocols. SMPD is to be complimented as they have built this into their recruit hiring process; they send their recruits to the local sheriff’s department pre-academy.

The academy standard format of the Regular Basic Course is delivered in one-part instructional sequence and the California POST Academy certification7 minimum is 664 hours; however, most academies add hours above the 664. SMPD uses the Los Angeles County Sheriff’s academy which consists of 880 hours. Over the past five years, SMPD has paid for (sponsored) and sent one recruit to attend and graduate from the police academy. Most of SMPD’s recruitment focuses on lateral officers or pre-service personnel that are often hired from the LASO academy class attendees. A lateral police officer is a fully commissioned and certified law enforcement officer with at least 24 months service from another law enforcement agency. Typically, lateral officers do not need to attend the academy as they have already attended and graduated from one. A pre-service person is someone who has not been hired by a law enforcement agency, are not sworn officers, pay for the academy course themselves and must successfully pass the police academy and a pre-employment investigation (background) before being hired by a police department. Upon successful completion of the academy, the new officer enters the department’s Field Training Program (FTP), discussed in the Patrol section of this report. 7 post.ca.gov; Regular Basic Course
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SERGEANT / SUPERVISOR TRAINING
Supervisors play a key role in risk mitigation and are in the best position to ensure a productive and ethical workplace. Promotion to first-line supervisor is a key step in policing. The newly promoted supervisor should be oriented to the position through a training program involving the Captain, a lieutenant, and tenured supervisors in the department to model leadership and the importance of staff development.

The SMPD informally conducts new supervisory training for sergeants; however, does not provide this type of training to the professional staff supervisor. SMPD partners new sergeants with tenured sergeants so that they can be made aware of daily duties and responsibilities.

Most new sergeants rely on their peers as reference points if the new sergeant requires assistance with a new or unfamiliar task.

Many agencies are now employing an in-depth formal training program for newly promoted supervisors. Like Field Training Program (FTP), the Police Supervisor Training (PST) program is designed to develop first-time supervisors who will model the department’s vision and values.

The program provides the opportunity for a new supervisor to succeed and become a valued asset of the department, ensuring the organization’s supervisory expectations will be met through proper orientation to the position. Considering the limited activity and/or high-profile incidents in the City of Sierra Madre, the department would be well served in seeking agencies in the region as a resource for a PST program until they develop their own internal program.

Meliora PSC recommends the police department implement a formal supervisory training program for both sworn sergeants and professional staff supervisors.

The training program could include a segment where the Chief and the Captain share the department’s mission and vision as well as their expectations of a first-line supervisor.

Additionally, a verbal review of policies that are critical for supervisors to know and aid them in understanding their role and responsibilities would be beneficial. These include, but are not limited to policies in sections 100, 200, 300, 1,000, and Chapters 4 Patrol, 5 Traffic, 6 Investigations, 7 Equipment, and 9 Custody.

Like the FTP program, a manual that includes the expectations, policies, and incident-based checklists would be beneficial to supervisors, especially new supervisors. Critical areas covered should have a description, performance rating, and, a completion sign off area. The completed PST signed-off manual should be maintained in the Training Unit.

Newly promoted SMPD sergeants are required to complete a POST-certified supervisory course either 12 months prior to promotion or within 12 months after the initial promotion, appointment, or transfer to such position per POST Commission Regulation § 1005. A review of the POST SMPD compliance report for January 1, 2021 through December 31, 2022 does not show any supervisors who need to attend a supervisor course. Additionally, all sergeants are required to maintain all law enforcement certifications that the officers receive. 149
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Sergeants who complete personnel investigations must have a solid understanding of the City and SMPD’s policies as well as the California Police Officer Bill of Rights (POBR). Sergeants must also have experience in investigations and have demonstrated good case management skills. It is also critical that sergeants investigating complaints stay current in relevant training and seminars that develop their skills to become subject matter experts. These courses can include POBR, California Public Records Act requests, Force Science Institute, labor and employment law and arbitration, as well as stay current on case law as it involves topics such as employment law, force application and de-escalation. Meliora PSC learned that sergeants do not attend training of this nature. Meliora PSC recommends including critical risk management classes and supervision courses as part of both the professional staff and sworn supervisor training plan.

The Sherman Block Supervisory Leadership Institute (SBSLI also known as SLI) is a program developed by the POST. The program consists of eight one-week sessions. It strives to stimulate personal growth, leadership and ethical decision making for front-line supervisors.

Per POST regulations sworn sergeants and dispatch supervisors can attend SLI. SMPD has sent all sergeants to varying types of leadership courses but not specially SLI. SLI is a significant time commitment. Meliora PSC understands time constraints for a smaller agency, especially those experiencing staffing needs. Overall, we find effective leadership programs a must for municipal police agencies and the importance of ongoing leadership training. Meliora PSC recommends SMPD consider sending their supervisors to the California POST Supervisor Leadership Institute (SLI) training within two years of assuming the position, should their staffing levels increase.

RANGE / WEAPON TRAINING
In 2019 the SMPD formed a Firearms training team. With the cooperation of Rio Hondo Police Academy, SMPD was able to get their firearms team personnel certified as instructors and work under the umbrella of the Rio Hondo Police Academy POST certified course. Recently, SMPD’s firearms team certified their own POST-approved firearms course.

The rangemaster and range team is a collateral duty. The rangemaster position is held by a patrol sergeant. The range staff is comprised of the sergeant, one officer and two reserve officers who are POST certified firearm instructors.

SMPD has an established purchase order with Burro Canyon Shooting range in Azusa and an MOU with Monrovia Police Department to utilize their range facilities for SMPD quarterly firearm and rifle qualifications. They use Burro Canyon three times a year and Monrovia PD once a year. Burro Canyon has the capability for rifle qualifications whereas Monrovia does not.

The qualification course used meets POST standards.

The memorandum of understanding between the City of Monrovia and the City of Sierra Madre for firearms range use at the Monrovia Police Department is subject to annual review for the purposes of setting range use fees or armorer fees and for modifying any condition of use. The 150
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last contract was signed into effect October 2022; the MOU automatically renews unless there are any changes to the agreement.

LESS LETHAL TRAINING
SMPD Policy § 309 40 MM Less Lethal Launcher Guidelines provides guidelines for department personnel regarding the use of the 40MM Less Lethal Launcher. The policy “addresses operational use and reporting requirements. Additionally, it is intended to familiarize employees with the 40MM launcher's technology, deployment techniques, limitations and general use.”
Policy § 309.7 also provides guidelines for tactical deployment and operation of the 40MM Launcher. This section covers specifics on aiming the 40MM Launcher, firing the 40MM Launcher, and subject factors to avoid. Only officers who have received 40MM Launcher training and yearly re-certification are authorized to check out and/or deploy the launcher.

TRAINING RECOMMENDATIONS
§ Expand the Training Plan to include a summary of its training philosophy, a more detailed purpose and objectives of training, and key performance indicators. (Recommendation #68)
§ Implement a formal supervisory training program for both sworn sergeants and professional staff supervisors. (Recommendation #69)
§ Include critical risk management classes and supervision courses as part of both the professional staff supervisory and sworn supervisor training plan. (Recommendation #70)
§ Consider sending supervisors to the California POST Supervisor Leadership Institute (SLI) training within two years of assuming the position, should their staffing levels increase. (Recommendation #71)
Equipment Management
The SMPD has an employee equipment list for each individual employee. The list is broken down into different equipment categories: administration items such as ID card, weapons, Sam Browne belt and associated accoutrements, other equipment such as radios and vests, keys, miscellaneous items such as CPR mask, and field training items such as the FTP manual and city map. Once SMPD fully transitions to the use of Lefta Systems they will be able to electronically manage and track all equipment assigned to personnel to ensure all records are captured. 151
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FIRST AID KITS AND ANTI-BALLISTIC VESTS
In the 21st Century Policing report, Pillar 6: Officer Wellness and Safety emphasizes that every law enforcement person be provided with an anti-ballistic vest and individual tactical first aid kit. Meliora PSC learned all SMPD sworn officers are provided an anti-ballistic vest. Each sworn officer is issued an IFAK (individual first aid kit), and police vehicles are equipped with a first aid kit. The Training Sergeant maintain the first aid kits. Meliora PSC recommends all field personnel, including professional staff community service officers, be issued an anti-ballistic vest. Meliora PSC also recommends each staff member be provided with an IFAK.

In addition to anti-ballistic vests, SMPD provides American National Standards Institute (ANSI) Class II high-visibility vests to increase the visibility of department members who may be exposed to hazards presented by passing traffic, maneuvering or operating vehicles, machinery and equipment. Policy § 500.5 states, “Although intended primarily for use while performing traffic related assignments, high-visibility vests should be worn at any time increased visibility would improve the safety or efficiency of the member.”
During the site visit, there was anecdotal information that the department needs more adequate first aid kits in their building.

Pillar 6 Officer Wellness and Safety also states that law enforcement organizations should have a mandated wear policy for body armor (anti-ballistic vests) and seatbelts and provide training on the importance of both. SMPD is to be commended for having both policies (Policy § 1012, Body Armor and § 1011, Seat Belt) in effect.

WEAPONS
Meliora PSC inquired as to how the SMPD logs and tracks firearms, rifles, tasers purchased by the police department and assigned to personnel. SMPD staff advised that the rangemaster/range team is responsible for tracking the items that fall under their purview.

Meliora PSC learned the SMPD has an up-to-date list of guns purchased, registered, and owned by the department. However, they had not registered their guns with DOJ. Once this was brought to SMPD’s attention, during the assessment process, SMPD immediately contacted DOJ, worked to ensure department owned weapons were documented on the institutional registration list; this was accomplished by May 2024. SMPD’s newly acquired LEFTA system allows for weapons and equipment tracking and will be a useful tool in the near future.

Meliora PSC recommends the SMPD continue to track and manage department-owned guns and use the DOJ list to reconcile firearms inventory. Additionally, they should also check the internal list for any guns that have been returned or have been listed on a current or prior destruction list, so that those firearms can be updated via California Law Enforcement Telecommunications System (CLETS) as “destroyed” and removed from the DOJ list. This action should be documented on a memo to file to maintain a tracking mechanism. Lastly, if there are 152
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any firearms that may be unaccounted for, a police report should be written to document such and that information entered in CLETS.

EQUIPMENT RECOMMENDATIONS
§ Issue anti-ballistic vests to all field personnel, including professional staff community service officers. (Recommendation #72)
§ Provide each staff member with an individual first aid kit. (Recommendation #73) § Continue to track and manage department-owned guns and use the DOJ list to reconcile firearms inventory. (Recommendation #74)
Fleet
The SMPD operates a fleet of 14 motor vehicles, which includes emergency equipped vehicles, both marked and unmarked, and miscellaneous use vehicles. At the time of Meliora PSC’s site visit, of the 14 vehicles, 5 of them were out of service and only 3 vehicles were available for patrol. The fleet includes a variety of makes and models ranging in model years from 2003- 2022. The most recent vehicles are 2021 and 2022 which will be in service soon, see Table 47 below. The fleet mostly consists of Ford Explorers, however there are other makes/models within the fleet, all mainly older model vehicles. SMPD is in the process of acquiring three new Dodge Durango vehicles. Once the new vehicles arrive they will replace high mileage vehicles and in turn those high mileage vehicles will then be moved to surplus.

TABLE 47: Sierra Madre Police Department Fleet
Patrol - Marked Year/Make/Model Mileage* Years in use Still in use Patrol Days -1 2015/Ford Explorer 135,975 8 Yes
Patrol Days -2 2018/Ford Explorer 82,326 5 Yes
Sergeant – Days/Nights 2012/Chevy Tahoe 61,625 11 Yes
Patrol Nights -1 2019/Ford Explorer 36,695 4 Yes
Patrol Nights -2 2017/Ford Explorer 128,427 6 Yes
Patrol Spare 2008/Dodge Charger 93,244 15 Yes
Back-up vehicle 2011/Ford Crown Victoria 88,540 12 Yes
Vehicles Not in Service Yet Year/Make/Model Mileage* Years in use Still in use Traffic 2021/Dodge Charger Approx. 3,991 N/A N/A
Sergeant 2022/Dodge Durango 2,770 N/A N/A
Administration-Unmarked Year/Make/Model Mileage* Years in use Still in use Detective 2009/Ford Crown Victoria 121,615 14 Yes
Chief 2020/Ford Explorer Apex. 70,000 3 Yes
Captain 2017/Chevy Volt 95,919 6 Yes
Volunteer 2011/Ford Focus 26,920 12 Yes
Special Year/Make/Model Mileage* Years in use Still in use 153
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Truck 2003/Chevy Silverado 64,555 20 Yes
Standard Replacement Review Years Miles Repairs Value
Patrol/Traffic 5 125,000 In excess of
bluebook
value
Surplus of less
than $2,000
Administration-Unmarked 10 years w/other factors 2000,000 In excess of bluebook
value
Surplus of less
than $2,000
Special As needed As needed As needed As needed
Source: Sierra Madre Police Department. All mileage as of December 20, 2023.

FLEET BUDGET/MANAGEMENT
Previously, the Fleet Services Division of Public Works was responsible for the management, maintenance, and replacement of fleet assets for police vehicles. In August 2023, a directive was issued stating that the police department would be responsible and oversee all police vehicles retroactive to July 1, 2023.

In reviewing the FY 2024/25 budget the city plans to use funding from “The American Rescue Plan Act” which was signed into law by President Biden on March 11, 2021, it guaranteed direct funding to all cities, towns, and villages in the United States. SMPD works closely with the Public Works department to purchase vehicles, and that purchase is made as a Capital Improvement Project.

SMPD also relies on public works for repairs and record keeping on all vehicles. If Public Works is behind on vehicle repairs the PD must wait for the return of vehicles sent in for repair, which at times causes a delay. Currently an assigned SMPD employee will manage all the equipment installation and fixes for PD assigned vehicles. SMPD will send marked patrol vehicles to outside companies called Black & White for equipment outfitting and Amazon Graphics to complete the decal work on the vehicles. SMPD sends their vehicles to a company called Commline, Inc. for any radio repair and will rely on Axon, an SMPD vendor, to oversee any repairs on in-camera along with body worn camera repairs.

Meliora PSC recommends the department’s CSO be assigned part-time to fleet management and work closely with the supervisor to ensure that the fleet is maintained properly and that the fleet continues to be equipped per Policy § 702.3.1.

FLEET POLICIES
SMPD’s department Policy § 702 – Vehicle Maintenance and Policy § 703 Vehicle Use covers maintaining department vehicles along with establishing a system of accountability to ensure department vehicles are used appropriately. SMPD utilizes comprehensive Lexipol policies related to fleet management.
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COLLISIONS/DAMAGE
SMPD staff reported the following fleet collision numbers for the past three years. All vehicle collision/damage events were handled in accordance with policy by the assigned handling supervisor.
§ 2021 = 4
§ 2022 = 2
§ 2023 = 2

VEHICLE REPLACEMENT
As noted above SMPD has several makes and models in their fleet. Some vehicles are past the recommended mileage as most agencies follow State of California fleet replacement standard of 5 years or 100,000 miles.8 In SMPD Directive 23-02, it lists the fleet life cycle replacement guide which lists a vehicle replacement of 5 years/125,000 miles for patrol/traffic vehicles and 5-10 years/200,000 miles for all other vehicles. Meliora PSC recommends SMPD update the replacement guide to the California standards as this can become a safety issue for officers and members of the public if the fleet has vehicles in service with mileage beyond the standard and expose the City to liability. Meliora PSC recommends SMPD consider standardizing the fleet so it can streamline and improve cost effectiveness of the repair and maintenance of all vehicles.

For example, Dodge no longer makes the Dodge Charger and in approximately two years parts will become scarce and hard to come by. It is also recommended to rotate the fleet as needed.

For example, take a vehicle that is used for daily patrol operations and transition it to a supervisor vehicle which requires less daily use as it gets closer to the end of useful life.

Standardizing the fleet also allows to reuse working vehicle equipment within the unit that could be moved from vehicle to vehicle as needed.

Meliora PSC also recommends SMPD implement a “pool” car for the employees to utilize when attending offsite meetings or trainings. Currently, if a car is available an employee is allowed to use the vehicle; however, often there is not a vehicle available therefore the employee will use their personal vehicle and be reimbursed for mileage. Utilizing a pool car for employees will not only foster a sense of fairness but gives the employee a level of assurance that in the case of an unforeseen accident while on duty occurs that their personal vehicle is not involved. Having a pool car available also assists the City with risk management in that employees do not use their personal cars; city vehicles are maintained and insured.

FLEET RECOMMENDATIONS
§ Assign fleet responsibilities to the Community Service Officer. (Recommendation #75) § Update the fleet replacement schedule to the California standard of 5 years or 100,000. (Recommendation #76)
8 https://www.dgs.ca.gov/Resources/SAM/TOC/4100/4126
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§ Standardize the fleet so it can streamline and improve cost effectiveness of the repair and maintenance of all vehicles. (Recommendation #77)
§ Provide a pool car for employees that attend off-site meetings and training courses. (Recommendation #78)

FACILITIES
SMPD plays a crucial role in ensuring the safety and security of the Sierra Madre community.

However, to effectively carry out their duties, it is imperative that they have adequate facilities that meet the operational needs of modern policing. SMPD is currently housed at 242 W. Sierra Madres Blvd., in the City of Sierra Madre. The current site also houses the Sierra Madre Fire Department; SMPD occupies 8,665 sq. ft. of the site area. The building was built in 1976 and is not fully ADA compatible. Meliora PSC learned during the site visit SMPD and the City of Sierra Madre are considering moving SMPD to a different location. Meliora PSC concurs with SMPD and the City as having a new larger and contemporary building will enhance operational efficiency, officer safety, and community engagement.

The current SMPD facility suffers from several deficiencies that hinder its ability to support the department's operations effectively. These deficiencies include but are not limited to:
§ Inadequate Space: The existing facility lacks sufficient space to accommodate the growing needs of the department, leading to overcrowding and compromised functionality. The limited space within the facility restricts storage capacity for equipment, hampers administrative functions, and impedes the creation of collaborative workspaces for all employees.
§ Outdated Infrastructure: The infrastructure of the facility is outdated and in need of modernization to support the integration of technology and improve energy efficiency.

To modernize, improve technology and make the current police facility more energy efficient would be costly and impact police operations as staff would have to move into a temporary facility or modular trailers during construction. § Limited Amenities: Essential amenities such as bathrooms, larger and more secured property and evidence room, a private briefing room, training rooms, and updated locker rooms are either inadequate or nonexistent.
§ Security Concerns: The security infrastructure of the facility does not meet modern standards posing risks to employees.
§ Jail: Not using the jail at times leads to logistical challenges and delays in not only processing suspects, but also causing the officer to be out of service for an extended period of time.

SMPD could have a feasibility study conducted; however, it is evident that a new location is needed. It would be costly for the City if they were to allocate funds for a renovation, adding additional square footage and modernization of the existing facility and not relocate.

The new location should include an upgraded electrical system, HVAC systems, and integration of smart technology for enhanced security and energy efficiency. Additionally, the new facility 156
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should include adequate amenities such as a separate briefing room, larger and contemporary property and evidence room, spacious training rooms equipped with modern audio-visual equipment, comfortable locker rooms, and a fitness facility to promote employee well-being.

SMPD should also consider the following when acquiring a new facility:
§ Improved Security Measures: Implement robust security measures including surveillance cameras, access control systems, and secure holding areas to enhance the safety of officers, detainees, and visitors.
§ Accessibility: Ensure the facility and jail facility are ADA-compliant to accommodate individuals with disabilities and promote inclusivity with the community. § Community Engagement Spaces: Designate areas within the facility for community engagement activities such as public meetings, neighborhood watch programs, and citizen academies to foster positive relationships between law enforcement and the community.
§ Sustainable Design: Incorporate sustainable design principles such as energyefficient lighting, renewable energy sources, and water conservation measures to minimize the environmental impact of the facility and reduce long-term operational costs.

COST AND FUNDING SOURCES
Meliora PSC recommends a detailed cost estimation be conducted to determine the financial requirements for acquiring a new location. Funding sources may include government grants, public-private partnerships, bond initiatives, and community fundraising efforts.

Investing in the improvement of facilities for the SMPD is essential to ensure that they have the resources and infrastructure necessary to fulfill their mission effectively. By addressing the deficiencies outlined in this report and implementing the recommended improvements, the SMPD can enhance operational efficiency, promote officer safety and well-being, and strengthen community relations, contributing to a safer and more secure Sierra Madre.

FACILITIES RECOMMENDATION
§ Conduct a detailed cost estimation to determine the financial requirements for acquiring a new location. (Recommendation #79)
Technology
Consistent with all police agencies, the department utilizes a wide array of information technologies. Aside from personnel, these technologies are essential to the organization and crucial to all department functions. High profile examples include the 9-1-1 telephone system, the computer-aided dispatch system, records management system, and the radio system. If any of these systems were to fail it could severely impact and/or cripple access to emergency fire, 157
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medical, and police services. Also, vitally important are the case management systems in use by detectives, property and evidence, the traffic officer, and administrators.

As a contracting agency, SMPD is encouraged to share aspects of this assessment that relate to the CAD/RMS (Computer Aided Dispatch/Records Management System) systems with Executive Information Services (EIS), their CAD/RMS vendor, for future data analytics that are both user-friendly, but more importantly a critical aspect to managing a 21st century policing agency. For further information regarding the CAD/RMS systems see the Dispatch and Records section.

SMPD does not have their own technology unit, rather technology is managed by the City’s IT department. This is not unusual for a department/City this size. The Captain serves as the administrator over the department’s technology and depending on the system the Captain has a secondary person serve as a liaison for the technology system. For example, the professional staff supervisor serves as the liaison for NIBRS and a sergeant serves as the liaison for the body worn camera system.

Meliora PSC encourages the department to ensure that the City has a disaster recovery plan which would assist in the recovery and/or operation of various levels of the current systems and technologies, including contingencies and a 3-2-1 Backup strategy. A 3-2-1 Backup strategy involves the creation of three copies of the data, each is stored in two different solutions, and at least one of these solutions is stored remotely. The strategy reduces the risk of data loss and ensures the agency can recover from any type of disaster, even if access is lost to the premises.

A list of technologies in use includes, but is not limited to:
§ Executive Information Systems (EIS): This company provides the platform for SMPD’s RMS, CAD, and MDT systems.
§ Records Management System: This system helps manage and store data related to incidents, arrests, citations, field interviews, and other related matters. § Computer-Aided Dispatch: Assist dispatchers in managing calls for service, dispatching units to incidents, and providing critical information to officers. § Mobile Data Terminals: These terminals allow officers to access RMS, CAD, and other databases from their patrol vehicles, enabling them to view real-time information, submit reports, and communicate with dispatch and other officers in the field. § Axon for Body Worn and In-car Camera: The body-worn and in-car cameras record interactions with the public, providing an objective record of events and enhancing transparency and accountability.
§ Justice Data Interface Controller System (JDIC): JDIC is a law enforcement data communication system that provides city and county law enforcement agencies instant access to local, state, and federal data files and to send and receive official administrative messages to one another throughout the city, County, State, and Nation. § LexisNexis: This system is a centralized information database accessed by government and private businesses. This system is used for investigative and emergencies to obtain 158
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information for individuals outside of a department’s internal record management system.
§ Time Clock Plus: This system, formally known as ScheduleAnywhere, is used by the Department for scheduling.
§ Paisoft: This system is used to input and track court appearances and subpoenas for staff. This is the only system currently used by the LA County courts. § Central Square (Crimemapping.com): This is SMPD’s crime mapping system; which the public has access to. The system maps crime reports.
§ Everbridge (Nixle, LLC.): The Department uses this system to send notifications to the community.
§ FirstTwo: This system is a platform that provides open-source information for a location to personnel in the field while dealing with an incident. § Intrepid Network: The regional crisis response team uses this system for activation notification and incident tracking.
§ LEFTA: This system is used by the Department to track internal records and equipment. § Lexipol: This system is used by the Department to manage their policy and provides a training platform for policy understanding.
§ RapidSos: The Department uses this system to send and receive text messages to the public during a 911-based call.

Agencies often overlook the importance of tracking and maintaining technological hardware, software, and systems. Tracking will aid in a well-structured and strategic PD IT budget that aligns with department goals and needs and are developed with a comprehensive approach with the City’s IT initiatives. Keeping these systems up-to-date is crucial to their use. These systems enhance efficiency only when properly updated. Meliora PSC recommends SMPD develop an up-to-date list of all police department technology with the respective contract expiration dates. The list would be helpful to ensure all systems are properly maintained and updated.

Benefits of an in-car camera system include improving police and public safety, use of video for training purposes, evidence purposes which improve conviction rates, provides transparency for the community, reduces liability, etc. During the site visit, Meliora PSC learned that the SMPD utilizes an in-car camera system. SMPD’s MDCs are compatible with their Automated License Plate Readers (ALPR’s) which is valuable.

Universally there has been a noticeable accelerated pace in the development and adoption of modern technologies. This speedy technological pace affects organizations in several ways. For police organizations it can be difficult financially to stay current with technology as their budget is limited. Technology can pose policymaking challenges, and it can severely impact or limit dayto-day operations for line-level employees as well as impact morale when technology does not work or is outdated. During the site visit, Meliora PSC went on a ride-a-long with patrol and noted the computers/MDCs in the patrol fleet are outdated. Additionally, the current MDC’s and their placement in the vehicles are not conducive for a field officer to author a report in their vehicle out in the field. The officers typically drive back to the station to author reports. 159
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Although Sierra Madre is not a large size city having an officer drive back to the station to author a report is not a significant issue but having the officer remain in the field to author reports would be advantageous.

The station/facility video system is antiquated and needs an upgrade; see the facilities section of this report for further information.

Consistent with many cities and counties comes the challenge of commercial network, data, cellular and radio coverage dependability. Due to the nature of public safety, this is a critical issue. During Meliora PSC’s site visit we heard firsthand that there are areas in the City which do not have coverage. Meliora PSC recommends the coverage be examined and tested to address the gaps in radio and cellular coverage in the north end of Sierra Madre.

TECHNOLOGY RECOMMENDATIONS
§ Develop an up-to-date list of all police department technology with the respective contract expiration dates. (Recommendation #80)
§ Examine and test the gaps in radio and cellular coverage in the north end of Sierra Madre. (Recommendation #81)
Unmanned Aerial System Team
An unmanned aerial system (UAS), also known as drones, can help officers by providing invaluable intelligence about how and where to deploy. The use of drones allows officers to clear scenes more quickly, which is especially important given the limited resources of most departments. An article in Police 19 discusses the 11 ways in which police departments are using UAS stating, “Drones have had a major impact in the areas of traffic crash reconstruction, reconnaissance before tactical deployments, SWAT overwatch, hostage situations, forensic investigations, patrol-deployed operations, searches for lost persons, tethered operations, traffic pattern evaluation and first response.”
There are more than 1,400 police/sheriff’s departments in the United States operating small UAS, commonly referred to as drones. Most public safety agencies deploy drones for the purpose of assisting with in-progress public safety concerns and active criminal investigations.

SMPD has had a Drone Team for approximately three years.

SMPD Policy § 609 – Unmanned Aerial System (UAS) – establishes guidelines for the use of a small unmanned aerial system and for the storage, retrieval, and dissemination of images and data captured by the UAS. Policy § 609.2 indicates the mission is to protect life and property of community members and first responders in full compliance with applicable laws and 9 https://www.police1.com/police-products/police-drones/articles/11-ways-police-departments-are-using-dronesV8RZTGOKMjTbWj9Z/ 160
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regulations, including but not limited to, applicable state and federal laws and Federal Aviation Administration (FAA) regulations. The policy appropriately balances privacy with public safety and transparency. Meliora PSC recommends SMPD remove any reference to a COA (Certificate of Authorization) in its current policy since they do not have, nor need a COA as they are not within the limits of an airport.

Meliora PSC reviewed the program with the current coordinator and learned that they are ensuring that their practices conform to current laws, regulations, and best practices. SMPD drone operators are FAA Part 107 certified. The Part 107 certification ensures the pilot’s knowledge and skills are in compliance with the FAA guidelines. When operating the drone, the pilot must ensure that the cameras are focused on mission-relevant areas.

There are two types of SMPD operations:
§ Pre-planned missions where a request is made to the UAS Sergeant. § On-duty active mission – UAS may be deployed during active and emergency incidents as outlined in their policy – with advanced watch commander approval.

Currently, SMPD has two UAS for external use that were acquired in 2021. The external use UAS do not have thermal capacity to allow for nighttime use, which reduces the ability to operate during darkness in cases such as missing persons or those suspected of committing a crime.

There are no smaller UAS to perform indoor operations; however, staff indicated they are hoping to obtain a drone that allows for these types of operations. An example of this type of operation would be for a residential burglary alarm response and subsequent interior house check. Indoor operations would be performed under the same standard as on-duty active missions. However, when flown indoors, UAS are not governed by FAA regulations. Indoor use of UAS can reduce harm to community members as well as SMPD staff as they can indicate the status of an interior and/or potential threat or hazard. Meliora PSC recommends a updating the two current field-use UAS and adding one mini-drone for indoor or confined area use.

STAFFING
The SMPD UAS team operates as an ancillary duty assignment. The team is comprised of a sergeant and an officer, along with one volunteer. The team also utilizes a CSO for perimeter control when the drone is deployed. Operations require at least two members: one for the UAS remote operator and another pilot as the visual observer.

The use of UAS programs in policing is increasing as they enhance safety and efficiency for public safety. Some agencies have already started implementing drones as first responders (DFR) to provide an initial response to calls and provide details about what is occurring and/or clear other calls for service without having the need for an officer in a marked unit to arrive or be on scene.

Meliora PSC recommends SMPD expand its UAS program, to include adding additional officers/professional staff. Ideally, add one trained and certified officer per shift to increase 161
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availability for operations and call outs. The costs associated with expanding the team would be training time for certification, on- going training.

TRAINING
Operating a UAS is a perishable skill. As such, on-going training is required to maintain competency. SMPD staff indicated the team trains; however, due to patrol shortages time to train has not been a priority. SMPD staff indicated there is a need for more in-house UAS team training. The FAA also has a “currency requirement” that must be maintained. “Currency” means the acceptance of the privileges of a class or type rating on an FAA pilot certificate, based on the recent experience of the certificate holder. Currency requirement, in this case, means the FAA requires that within the preceding 90 days, a pilot (operator) must have conducted at least three takeoffs and landings in the same category, class, and type of aircraft they intend to operate. Each Part 107 operator must also complete FAA currency training every 24 months. Meliora PSC recommends SMPD increase UAS team training to at least eight hours once a month.

Meliora PSC was advised that all drones are being maintained per manufacturers recommendations.

SMPD has also assisted other agencies in the region that needed a UAS for a particular operation. Meliora PSC recommends a mutual aid MOU be developed by SMPD and signed by neighboring jurisdictions whom Sierra Madre assists. An MOU agreement a governed by various laws and must include elements such as purpose, oversight, liability, insurance, and in some cases reimbursement provisions.

UNMANNED AERIAL SYSTEM TEAM RECOMMENDATIONS
§ Remove any reference to a Certificate of Authorization in Policy § 609, Unmanned Aerial System. (Recommendation #82)
§ Update the two current field-use UAS and add one mini-drone for indoor or confined area use. (Recommendation #83)
§ Add additional officers and/or professional staff to the UAS team. (Recommendation #84)
§ Increase UAS team training to eight hours once a month. (Recommendation #85) § Develop a UAS mutual aid MOU with local agencies. (Recommendation #86) 162

SUPPORT SERVICES
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The Support Services section plays a critical role in supporting the operational and administrative needs of SMPD, allowing the officers and other personnel to focus on the mission of protecting and serving the community. Support Services would benefit from having a professional staff Support Services Administrator versus only a Support Services supervisor to oversee a section. This would also relieve the Captain of Support Services administrative duties.

Additionally, the department would benefit from having a working Dispatch/Records Supervisor to add an extra layer of supervision and management support to this sizable section, someone who could supervise line level staff and assist with back filling in Dispatch when needed.

Dispatch
SMPD Dispatch serves Sierra Madre’s 10,809 residents, business owners, and individuals who visit or traverse through the City. Dispatchers are the answering point for all 9-1-1 calls and are responsible for business calls (also referred to as administrative calls) that come into the police department during business and non-business hours. Dispatchers also provide services for all police personnel and volunteers that are in the field.

DISPATCH STAFFING
TABLE 48: Dispatch Staffing, 2024
Position Authorized Actual Vacant
Support Services Supervisor 1 1 0
Dispatcher – F/T 4 4 0
Dispatcher – P/T 3 at Step 1 - No Experience
3 at Top Step - Lateral
Experience
1 - Experienced 5
Source: Sierra Madre Police Department
Dispatch operates on minimum staffing which can cause an issue for vacation and sick time coverage. If the part-time dispatchers are not available to fill a vacancy, then an officer is used to cover dispatch. There are a total of three officers and one sergeant that are trained to fill in for dispatch. Utilizing officers/sergeants to fill in for dispatch may seem like a practical solution to address short-term staffing; however, it is not cost effective. Overtime pay can be a significant strain on the budget. SMPD currently has five open part-time dispatcher positions; three of these positions do not require prior dispatch experience. Training a non-experienced dispatcher takes several months/hours and can be exceedingly difficult for the employee to retain information when only working a limited number of hours. Police dispatchers require comprehensive training in handling emergency calls, prioritizing responses and learning additional ancillary duties. Keeping the dispatcher up-to-date on their training can be harder to achieve with a part-time schedule as there are longer gaps between training, retention could be an issue. Meliora PSC recommends SMPD consider consolidating three of the five open part- 164
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time dispatch positions to one full-time position as it would be beneficial for dispatch, especially during peak hours.

TABLE 49: Dispatch Schedule, 2024

DISPATCHER SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 6AM6PM6AM6PM6AM6PMPAYBACK
2 PAYBACK 6AM-6PM 6AM6PM6AM-6PM
3 6PM6AM6PM6AM6PM6AMPAYBACK
4 PAYBACK 6PM-6AM 6PM6AM6PM-6AM
Source: Sierra Madre Police Department
The part-time dispatchers’ schedule is not reflected in the table above as they are strictly used as fill in for vacation or sick call outs. Part-time dispatchers are only allowed to work a total of 960 hours per year. One part-time employee is also employed as a full-time employee at a local neighboring police agency and has limited availability. The overtime schedule is sent to the part-time employees; they choose and sign up for shifts.

WORKLOAD DEMAND/CALL VOLUME
Each dispatcher, and those who fill in for dispatch work as a sole dispatcher, is responsible for the front counter, emergency and non-emergency calls from the public, and dispatching on the radio to officers and other field personnel.

TABLE 50: Telephone Call Load, 2020–2023
2020 2021 2022 2023
TOTAL - All calls 31,351 24,912 37,576 34,569
911 calls 1,835 1,661 2,239 1,804
Abandoned 911 calls 254 145 2,501 111
% of 911 abandoned calls 12.16% 8.03% 52.76% 5.80%
TOTAL – 911 calls 2,089 1,806 4,740 1,915
Administrative 19,789 14,242 13,302 13,305
Abandoned Administrative 967 2,463 13,679 13,653
Outbound Calls – Admin Line 8,504 6,401 5,854 5,695
Unparsed – Admin Line 2 0 1 1
TOTAL – Administrative calls 29,262 23,106 32,836 32,654 Source: Sierra Madre Police Department – ECaTS report
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For 2022/2023, abandoned calls are not correctly reflected due to an anomaly phone company issue which caused a spike in phantom calls to dispatch. To determine the busiest hours for SMPD, Meliora PSC requested the telephone call data by hour which showed the hours between 8:00 a.m. and 6:00 p.m. represent the busiest hours for the dispatch center. The following table shows call activity by hour of day for 2023. This does not include radio traffic workload or ancillary duties.

TABLE 51: Average Hourly Telephone Call Load, 2023
Hour of Day Call Volume Daily Average
Midnight 359 1
1:00 a.m. 314 1
2:00 a.m. 229 1
3:00 a.m. 202 1
4:00 a.m. 200 1
5:00 a.m. 290 1
6:00 a.m. 611 2
7:00 a.m. 1,057 3
8:00 a.m. 1,665 5
9:00 a.m. 2,198 6
10:00 a.m. 2,145 6
11:00 a.m. 2,133 6
Noon 2,066 6
1:00 p.m. 2,108 6
2:00 p.m. 2,200 6
3:00 p.m. 1,955 5
4:00 p.m. 1,806 5
5:00 p.m. 1,470 4
6:00 p.m. 1,288 4
7:00 p.m. 1,235 3
8:00 p.m. 1,130 3
9:00 p.m. 898 2
10:00 p.m. 815 2
11:00 p.m. 500 1
Source: Sierra Madre Police Department – ECaTS report.

TEXT TO 9-1-1
Text to 9-1-1 is a service that allows community members to send a text message to 9-1-1 emergency services instead of making a phone call. At SMPD text messages are received via a 166
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web-based interface which is independent from their 9-1-1 phone system. Each dispatcher will log into the Text to 9-1-1 at each shift change.

SMPD’s dispatch training manual covers Text to 9-1-1 procedures. Meliora PSC recommends SMPD add the TEXT to 9-1-1 procedure to its policy manual as it states that it is a policy/procedure in the dispatch training manual. Each Text to 9-1-1 is recorded in an incident and notes are added to the incident.

TABLE 52: Text to 9-1-1 Messages Received, 2021-2023
2021 2022 2023
7 46 21
Source: Sierra Madre Police Department – ECaTS report.

ADEQUATE STAFFING LEVELS
One of the primary challenges facing dispatch centers is ensuring there is adequate coverage for sick and vacation time taken by existing staff. With only four dispatchers on SMPD’s team, absences due to illness, scheduled leave including vacations, FMLA leave can significantly impact the dispatch center. Adding an additional dispatcher to the roster can assist with better management of staffing and eliminate the use of officers/sergeants. Hiring another police dispatcher can also assist with improving employee wellness. Back filling the last-minute call outs can take its toll on the dispatchers who are called upon to fill in the void. This can lead to dispatcher burn out and causes current employees to want or need to take more time off.

Meliora PSC recommends retaining the Dispatch/Records Supervisor position. This supervisor could be considered a working supervisor who could be available to cover shifts for dispatch and assist the proposed Administrator position with ancillary duties as assigned.

EMERGENCY CALL TRACKING SYSTEM
According to the Emergency Call Tracking System (ECaTS) generated report from SMPD the recommended staffing level is two dispatchers for the dispatch center between the hours of 9:00 a.m. and 6:00 p.m. This report indicated that the heaviest call volume in the center is primarily Monday through Friday (see report below). Meliora PSC recommends SMPD staff the center with a second dispatch during high call volume/peak hours. 167
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CHART 14: Recommended Dispatch Staffing Forecast
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QUALITY CONTROL AUDITS
Contemporary police communications centers ensure quality control audits are randomly conducted on calls handled by dispatch staff. These audits are usually conducted by a manager or supervisor and reviewed with the dispatcher for training purposes and may be used when completing yearly evaluations. Staff informed Meliora PSC that due to existing workload and responsibilities of the Support Services Supervisor, it is challenging to allocate sufficient time to complete these audits. Meliora PSC recommends random quality control audits on calls handled by dispatch be made a priority and be conducted on a regular basis. The addition of an Administrator will alleviate some of the responsibilities the Support Services Supervisor currently carries and ensure audits, policy amendments, day-to-day operational responsibilities are consistently performed.

ANCILLARY WORKLOAD DEMANDS
SMPD dispatchers are also responsible for all front counter responsibilities, including assisting the public with all requests when entering the SMPD lobby. This task can be distracting when the dispatcher is on the phone handling a call for service, assisting a community member, or dispatching/monitoring a call for service on the police radio. In most agencies, Records sections are situated at the front of a police building and records personnel are the ones who manage the lobby and greet the public. Should a new police facility be acquired this should be taken into consideration.

Dispatchers are also responsible for but not limited to the following:
§ Open and disperse mail.
§ Answer and triage all phone calls that come in on the non-emergency business line. § Accept package deliveries and distribute packages.
§ Process all vehicle and property releases at the front counter during business hours. § Entering most of the data into the California Law Enforcement Telecommunications System (CLETS) which include but are not limited to – Missing persons, all vehicle related entries, warrant entry/confirmation, emergency protective orders. Data entry into CLETS can be time consuming depending on what the entry entails.

COMPUTER AIDED DISPATCH
SMPD dispatch operates a computer-aided dispatch (CAD) system called Executive Information Services (EIS). As mentioned in the Records portion of this report, EIS has different modules that are used throughout the agency. Dispatch staff reported that the system meets their needs; however, an upgrade would be needed in a few years (see Records section for further details).
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CALL PROCESSING/CALL TYPES
Priority codes are crucial in establishing the urgency of response by officers who are dispatched to a call for service. Dispatch will collect information from the reporting party to determine which call type and priority is appropriate when dispatching an officer. Meliora PSC reviewed the call types and priority codes and noted that they were appropriately categorized. The priority codes enable officers to respond quickly to emergency situations. Calls classified as high priority, such as reports of crimes in progress, accidents with injuries, or threats to public safety, require an immediate response to prevent harm or loss of life. Clear prioritization ensures that these emergencies are identified, and officers respond immediately.

HIGH PRIORITY/AVERAGE RESPONSE TIMES
The highest priority calls for SMPD are highlighted in red in the above table. Most agencies will rate a Priority 1 call for service with criteria that include those involving life threatening situations, crimes in-progress, medical emergencies, and any other urgent public safety issues.

Community members rely on SMPD to respond quickly to their urgent situation when they call for assistance. Quick responses also deter criminals from continuing their unlawful behavior if they believe law enforcement is responded expeditiously. These timely responses also aid in building trust and confidence from the community.

The below two tables represent the average SMPD dispatched (when the dispatcher relays information to the officer responding), response (how long it took the officer to get to the location after the dispatcher relayed the information) and occupied times (how long the officer was on the call for service) for 2017-2023. Additional response times data is included in the Data analysis report.
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TABLE 53: Response Time Record Status and Average Minute, by Record Priority, by Year Dispatch Time Response Time On-Scene Time
Call Priority 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 1 00:40 00:36 00:45 00:50 00:52 01:09 01:14 02:35 02:18 02:28 02:49 03:04 02:29 02:55 11:24 14:07 12:20 12:47 09:52 13:54 12:41 2 00:54 00:48 00:48 00:50 00:43 00:58 00:46 02:54 02:55 03:16 03:35 03:24 03:28 03:34 12:48 13:28 13:28 11:24 11:08 12:32 12:03 3 00:57 00:51 00:51 00:49 00:44 00:58 00:55 03:12 03:12 03:19 03:10 03:13 03:11 03:10 10:30 10:39 10:48 09:30 10:24 11:49 11:38 4 00:56 00:43 00:53 00:35 00:40 01:09 00:47 03:02 03:25 03:04 03:32 03:02 02:58 03:08 10:52 09:23 10:56 11:13 10:16 13:08 11:56 Average 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 CHART 15: Response Time Record Status and Average Minute, by Record Priority, by Year 01:12
08:24
15:36
22:48
30:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time Occupied Time
1 2 3 4 Average
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POLICIES
Meliora PSC learned that SMPD has a policy specifically addressing the dispatch center. Policy § 801 covers radio communications, documentation, confidentiality, and training. The policy is appropriate and clear. See recommendation above regarding adding Text to 9-1-1 in the policy.

TRAINING
Meliora PSC reviewed SMPD’s Dispatcher Training manual and found that it was complete and easy to follow. Each dispatcher attends the 120-hour Basic Public Dispatcher course offered by Police Officer and Standards Training (POST). Meliora PSC recommends SMPD send dispatch staff to additional training offered by POST and/or assign staff to participate in POST Webinar courses. An example of online seminar courses are:
§ Dispatch Priming – 8 hours
§ De-Escalation Training for Dispatchers - 8 hours
§ Dispatcher Customer Service – 8 hours
§ Dispatcher – Interpersonal Skills/Career Survival – 8 hours § Dispatcher – Public Safety Extended (Basic) - 120 hours § Dispatcher – Complacency-Critical Decision Making – 4 hours § Dispatcher – School Violence – 4 hours
§ Dispatcher – Active Shooter Situations – 4 hours
§ Science of Wellness or Dispatcher Wellness – 8 hours

DISPATCH RECOMMENDATIONS
§ Consider consolidating three of the five open part-time dispatch positions to one full-time position. (Recommendation #87)
§ Add the TEXT to 9-1-1 procedure to the policy manual. (Recommendation #88) § Retain the Dispatch/Records Supervisor position as a working supervisor that could cover shifts for dispatch and assist the proposed Administrator position with ancillary duties as assigned. (Recommendation #89)
§ Add one FTE dispatcher to staff the dispatch center with a second dispatcher during the identified high call volume peak hours. (Recommendation #90) § Conduct random quality control audits on calls handled by dispatch on a regular basis. (Recommendation #91)
§ Send dispatch staff to additional training offered by POST and/or assign staff to participate in POST Webinar courses. (Recommendation #92)
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Records
Records is responsible for maintaining document control over all original reports, including all crime, arrest, and traffic accident reports that are received by the department. At SMPD the Support Services Supervisor manages the day-to-day operations of the Records and Dispatch units (see Dispatch for further information regarding Dispatch unit) including directing, managing and the supervision of both units. The Support Services Division Supervisor shares an office space with the part-time Records Clerk; however, the Supervisor should have their own office to conduct supervisory responsibilities in a confidential manner. Meliora PSC recommends the Support Services Supervisor have a designated office space to have the ability to privately discuss matters with employees or handle confidential situations.

RECORDS STAFFING
Currently there are two part-time record clerks that work closely with the supervisor. The following table reflects authorized and actual staffing levels at the time of the site visit (January 2024).

TABLE 54: Records Staffing, 2024
Rank Authorized Actual Vacant
Records Supervisor 1 1 0
Records Clerk Part-Time 2 2 0
Total 3 3 0
Source: Sierra Madre Police Department.

TABLE 55: Records Schedule, 2024
Sunday Monday Tuesday Wednesday Thursday Friday Saturday P/T Clerk #1 Off 8:30-am
2:00pm
8:30-am
2:00pm
8:30-am
2:00pm
8:30-am
2:00pm
Off Off
P/T Clerk #2 Off Off Off Off Off 8:30-am
3:00pm
8:30-am
3:00pm
Source: Sierra Madre Police Department.

P/T Records Clerk #1 is assigned to work Monday-Thursday from 8:30 a.m. to 2:00 p.m. and P/T Records Clerk #2 works Friday-Saturday from 8:30 a.m. to 3:00 p.m. leaving any additional work after the above hours for the Support Services Supervisor to handle. There is no coverage from 5:00 p.m. to 8:00 a.m. during the week or after 3:00 pm on Saturday. There is also no coverage on Sundays.

The Support Services Supervisor is tasked with staffing Records with part-time employees therefore making it difficult to have coverage for planned vacations or sick call outs. Records personnel cannot be mandated to work overtime as they are part-time subsequently causing the unit to be short- 173
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staffed on the aforementioned days.

Meliora PSC recommends adding a full-time records employee (FTE) position to ensure there is coverage from 8:00 a.m. to 5:00 p.m. and there is coverage for sick call outs and vacation requests.

Adding an FTE position in Records will allow for the Support Services Supervisor to focus on her job duties as a supervisor along with her numerous assigned ancillary duties. The additional FTE position could also assist with the current and potential (BWC) future workload and other records type tasks that are currently assigned to different units within the organization.

WORKLOAD DEMAND
Most functions performed by Records Bureau’s across the nation are much more than the common perception of simple tasks such as filing reports and providing copies as needed. Many of these duties are tightly regulated by federal and state laws to protect the privacy of individuals and to ensure compliance with mandated functions. The following is a list of many of the duties performed by Records staff at SMPD, most of which are daily tasks:
§ Receive faxes from dispatch and answer/forward emails sent to the Records group email address.
§ Data entry on subpoenas that need to be served to officers. § Log served subpoenas.
§ Process requests for clearance letters.
§ Data entry of citations (traffic) into the Records Management System. § Package traffic citations and submit them to court.
§ Process record checks from multiple agencies.
§ Assist Records supervisor with DA disposition data entry, detention certificates, scanning and attaching files, running stats.
§ Scan and attach all documents in RMS.
§ Answer phone calls and address questions from the public that are transferred from dispatch on business line.
§ Process all in-custody arrests.
§ Process all in-coming arrests (including warrants & misdemeanor traffic violations). § Process all incoming agency requests.
§ Process all incoming CHP 180 form (documentation of a stored/impounded vehicle) and send out proper storage notices.
§ Prepare traffic reports to be mailed to CHP
§ Cash drawer balancing and preparing weekly deposit.

The following items are usually handled by the Records Supervisor:
§ Monitor inventory levels of forms in the report writing room, order when necessary. § Monitor front counter for office supplies and forms.
§ Process all District Attorney (DA) complaints.
§ Process all Further Investigation requests from DA's office. § Process all discovery to be completed and picked up.
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§ Purge cases from retention.
§ Process Juvenile Sealings issued by court.
§ Handle RMS administrative duties and troubleshooting.

With the assistance of other personnel in the department the workload associated with Records during the three-year period of 2021–2023 is reflected in the table below:

TABLE 56: Records Workload, 2021-2023
2021 2022 2023 Total
Police Reports
Reviewed/Approved
*Includes online reports
748 696 576 2,020
Supplementals
Approved
852 772 791 2,415
Arrests Processed
and DA Filings
Felonies = 20
Misdemeanor = 187
Felonies = 37
Misdemeanor = 109
Felonies = 14
Misdemeanor = 88
Felonies = 71
Misdemeanor =
384
Citations Processed 962 760 886 2,608
Documents Scanned 4,530 4,530 3,828 12,888
Total 7,299 6,904 6,183 20,386
Source: Sierra Madre Police Department
While some agencies choose to assign specific duties to just the Records Units, SMPD has opted to have different employees throughout the organization assist with some of Records workload. For example, the patrol sergeants have been assigned to approve all police reports and traffic reports as the final approver and not Records. Additionally, the following list of records related duties are handled by other departments:
§ Data entry for “further investigation” requests sent by the DA’s office – Detectives. § Assist Community Members at front counter during regular business hours – Dispatch. § Accept package deliveries and distribute to appropriate location – Dispatch. § Process all vehicle and property releases at the front counter during business hours – Dispatch. § Process all incident reports (separate from criminal reports) – Watch Commander. § Process all supplemental reports – Watch Commander.
§ Preapprove all incoming on-line reports (online community member reporting system) reports – Watch Commanders.
§ Warrant entry into California Law Enforcement Telecommunications System (CLETS) & Confirmations – Dispatch.
§ Update Sex Registrant Files – Detectives.

Some of the duties listed above would be more suitable if assigned to a FTE Records Clerk along with the Part-Time Clerks to allow the Watch Commander, Detectives and Dispatch to focus on their appropriate job duties along with their other assigned ancillary duties. See above recommendation for FTE Records Clerk. As it would take some time to train a new employee in all job duties related to 175
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Records, it would overall benefit the department to have these duties mentioned above returned to Records as the appropriate unit as they should be the experts in all Records related issues.

ONLINE REPORTING
In addition to obtaining report copies, SMPD also provides online reporting capability to the public via a portal from their Records Management System. Members of the public can submit a report online via the department website link.

Once the report is received in the portal, the on duty patrol sergeant reviews the report and either approves the report or sends it back to the community member that has filed the report for corrections or further requested information.

PUBLIC RECORDS ACT REQUESTS/DISCOVERY REQUESTS
As society has become more reliant upon technology in their daily lives, there is an expectation that information be shared, and police agencies become more transparent. Balancing the public’s right to information and transparency with an individual’s privacy is a challenging task particularly in the policing realm that is also guided by federal and state laws as well as agency policies. The police industry relies on the Records Unit to review, redact, and process requests that are related to the Public Records Act. As more digital media equipment is used, including software apps and body worn cameras, there has been a noted corresponding increase in the workload to those who are required to process these requests. These demands, often complex, result in significant increases in staff time to review, redact, and process demands for information, documents, and recordings.

Absent adequate staffing and planning, these demands can overwhelm police department units charged with fulfilling requests. SMPD recently acquired AXON body worn camera (BWC) equipment in January 2024. As of this date there has not been a vast increase in public records requests that include BWC; however, the Support Services Supervisor is the primary employee to accomplish these tasks on behalf of SMPD. These requests can eventually place a demand on staff to evaluate, research, audit, collect, and prepare department material to answer PRA/Discovery requests. Adding the additional FTE Records Clerk position will also assist in allowing the Supervisor to complete these requests in the future.

Documenting PRA Requests and Release Information
It is critical that ALL public record requests are recorded and a copy of what was released (with redactions) also be recorded, either in the RMS database or in an electronic or a paper file (cabinet).

If the request is for a police report/CAD log or any information related to a criminal case and/or incident report, a copy of the requestor’s I.D (if available), along with the request should be uploaded into RMS along with what was released. If the request was denied, the reason for denial and who denied the release should also be recorded. Retaining this information is best practice and can assist in future potential legal challenges or litigation regarding record releases. 176
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Meliora PSC learned that SMPD has a good relationship with the City Attorney, and they assist on complicated requests that demand thorough review before being released. SMPD also keeps track of all PRA requests and what was released.

Meliora PSC learned that SMPD does not currently track Discovery Requests and was not able to provide an accurate number of requests that have been received in the past three years. Meliora PSC recommends SMPD implement a process to track discovery requests. It is important to track workload activity like discovery requests to assist when analyzing staffing needs and/or when requesting additional staff to accomplish workload demands.

TABLE 57: PRA & DISCOVERY ACTIVITY, 2021-2023
2021 2022 2023 Total
PRA Requests 175 222 171 568
Discovery Requests ** ** ** **
Total 175 222 171 568
Source: Numbers provided by SMPD * Discovery Requests = Not Tracked

TRAINING
A Records training manual that outlines, in detail, all aspects of the unit from function and organizational structure to step-by-step responsibilities for meeting workload/work-product responsibilities can serve as an excellent training aide, both for new employees and for staff who want to ensure that they are thoroughly and appropriately performing an assigned duty. SMPD’s Records Unit does not maintain a formal Records Training Manual or Standard Operating Procedures Manual; however, Meliora PSC learned that they are in the process of developing these manuals.

Meliora PSC recommends the development of these manuals to include the inclusion of recordsrelated policies, standard orientation, instruction materials, daily observation reports, competency sign off sheets, etc. This will assist in enhancing employee development and ensuring procedures are being followed and tasks are completed accurately.

RECORDS POLICIES
It is important for an organization to have policies and procedures in place for the following reasons:
§ Provides a roadmap for day-to-day operations.
§ Ensures compliance with laws and regulations.
§ Gives guidance for decision-making.
§ Streamlines internal processes.
§ Defines how employees are expected to behave and detail responsibilities of both management and employees.

SMPD Policy § 803 establishes the guidelines for the operational functions of the department’s Records Unit. The policy addresses SMPD file access and internal requests for case reports. The SMPD 177
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policy manual also references several sections related to Records’ responsibilities including Policy § 805, Records Maintenance and Release. The purpose of Policy § 805 is to provide guidance on the maintenance and release of department records.

RECORDS RETENTION
The City of Sierra Madre has an established records retention schedule. Meliora PSC learned that a purge according to the “public safety” portion of the retention schedule was completed in 2023.

RECORDS MANAGEMENT SYSTEM
The records management system (RMS) used by SMPD is Executive Information Services (EIS). EIS has different modules and is used for Patrol, Traffic, Dispatch, Detectives and Property and Evidence.

SMPD Administration advised that they identified an issue with staff getting updated training on the CAD and RMS system; in turn staff received training in fall of 2023. We learned that additional training would be helpful on the current system, as it appears that there may have been some gaps in information sharing and training provided by previous employees. Meliora PSC noted that a CAD/RMS upgrade will be needed in a few years as technology changes each year and a new CAD/Records system could improve efficiency. Staff indicated that currently IT support, both from the RMS vendor and in-house personnel are available if needed to resolve any issues outside the scope of SMPD personnel. Meliora PSC recommends SMPD schedule update training with the EIS vendor to ensure that SMPD is using their CAD/RMS to its full potential.

FBI UCR/NIBRS CRIME REPORTING
Each month the Support Services Supervisor is tasked with the responsibility of reporting crime data to the State of California, Department of Justice (DOJ), for inclusion in the UCR/NIBRS. The report is prepared based upon report data entered into the records management system (RMS). The Supervisor reviews all reports submitted by patrol officers and detectives to ensure the accuracy of the coding prior to finalizing the report for the DOJ.

The FBI transitioned from the Uniform Crime Reporting Program (UCR) reporting to a more comprehensive model referred to as the National Incident Based Reporting System (NIBRS). The UCR model calls for the reporting of the most serious crime recorded when multiple crimes occur during a specific incident. For instance, in a home invasion robbery, where an assault occurs during the robbery, the robbery would be reported rather than the assault in the prior UCR process. Under NIBRS, the same event will result in every crime committed by each suspect as a separate crime; therefore, increasing the crime from one felony under the present crime data system to the two felonies that occurred. The conversion to NIBRS has the potential to slightly increase crime rates from 2022 forward. In addition, NIBRS will also track relationships between victims and offenders, arrestees, and property involved in crime.

SMPD began submitting National Incident-Based Reporting System (NIBRS) data to the FBI on January 178
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1st, 2022. Agencies that have fully implemented NIBRS report time-consuming reconciliation issues with NIBRS, and additional issues related to the RMS during the report validation process, requiring timeconsuming attention to detail. The processing time can be significantly impacted by the complexity of the case. Further information on crime was provided earlier in the Crime portion of the report.

COMPLIANCE AUDITS
Compliance audits are usually performed bi-annually by the State of California, Department of Justice (DOJ). These audits include accessing confidential databases on offender information or other similar confidential records. The audits, and a review of the findings, reflect just how complex and demanding the records function can be. Meliora PSC requested copies of a few of these audits and they are addressed below:
2022 Criminal Justice Information System(CJIS)/National Crime Information (NCIC)
In a letter mailed to the Chief of Police on March 14, 2022, it stated the following:

The purpose of the audit is to improve the quality of entries into the automated files.

This is accomplished by verifying, in accordance with the NCIC Users Agreement, the validity, completeness and accuracy of a random sample of records in each of the CJIS/NCIC systems used by your agency. In addition, a review of standards was conducted for each database to determine compliance with CJIS and NCIC requirements.

Included in this audit were random selections of records of the California Restraining and Protective System (CARPOS), Missing Persons System (MPS), Wanted Persons System (WPS), Automated Boat (ABS) and Stolen Vehicle System (SVS), California Sex and Arson Registration (CSAR), Automated Firearms System (AFS), and Automated Property System (APS).

The report reflected that SMPD was IN COMPLIANCE in the following areas:
§ Hit confirmation procedures.
§ Timely entries – CARPOS, MPS, WPS, ABS, SVS, AFS, CSAR and APS.

The report reflected that SMPD was OUT OF COMPLIANCE in the following areas:
§ Second party checks – CSAR only.
§ Validation & recent consultation – CSAR only.

The items that were out of compliance were easily resolved and fixed. An “Audit Report Response” letter, on behalf of Sierra Madre PD, was sent back to the Department of Justice in October 2022, from the Los Angeles County Sheriff’s Office, stating the Sheriff’s would resolve the issues listed in the audit report. The letter stated that the Records Bureau would diligently work on remedying the issues and stay in compliance with DOJ requirements. 179
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California Law Enforcement Telecommunications System (CLETS) The CLETS audit reviews compliance with state and federal security requirements. The goal of the audit is to help ensure criminal justice information is being handled securely. This covers a range of practices, such as completing required training and verifying protections in an agency's technical environment to protect confidential data.

On August 15, 2022, SMPD received notification from DOJ that an audit had been completed relative to the CLETS system and the office was IN COMPLIANCE. The CLETS assessment covered a range of topics including an administrative review of policies, user/agency agreements, completion of required training and security. SMPD was commended by DOJ for the audit findings.

The responsibility to ensure the agency follows all of DOJ’s regulations can be daunting. The Support Services Supervisor must make certain that every CLETS user is certified bi-annually or be deactivated in CLETS and made inactive if they no longer work for SMPD.

CORI/III Audit
On August 15, 2022, SMPD received notification from DOJ that an audit had been completed referencing the use of use of DOJ’s Automated Criminal History System (ACHS) and the Federal Bureau of Investigation’s (FBI) Interstate Identification Index (III) purpose code (PUR) use. SMPD was IN COMPLIANCE.

PAYMENT OPTIONS
SMPD dispatchers are the face of the department when community members step into the front lobby of the police department and have any records related requests. The dispatchers are responsible for collecting payments from customers who desire to obtain a vehicle release, purchase copies of reports, subpoenas, permits and other similar items or services. When payment is required, the customer will pay by check or cash and a receipt is given to the customer.

Recently, the Support Services Supervisor requested a credit card reader from the city finance department citing that, “having the ability to accept debit/credit cards would allow for the employees to streamline transactions and enhance their efficiency. Not only would it allow for better efficiency it would also minimize the cash handling with the employees and provide the community with a convenient, secure option of payment.” Debit/Credit card transactions will minimize the physical presence of cash, significantly lowering the risk of mishandling or theft. When using a debit/credit card reader there is a clear digital trail of every transaction, enhancing accuracy, accountability and transparency. Many community members prefer using debit/credit cards due to the convenience and security that is offered when using their card, as well as contactless nature for safety. Meliora PSC supports the use of a card reader and recommends that the City expedite the allocation of a reader for SMPD. The fee schedule is listed on the department website. 180
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RECORDS RECOMMENDATIONS
§ Provide a designated office space for the Support Services Supervisor. (Recommendation #93) § Add one FTE Records position. (Recommendation #94)
§ Implement a process to track discovery requests. (Recommendation #95) § Develop a Records Training Manual and/or Standard Operating Procedures Manual to include department policy references. (Recommendation #96)
§ Schedule update training with the CAD/RMS vendor for department members. (Recommendation #97)
§ Expediate the allocation a debit/credit card reader for the police department. (Recommendation #98)
Property and Evidence Management
The Property and Evidence (P&E) unit is responsible for the proper intake, processing, storage, and disposal of evidence and property. The unit is also responsible for the preservation of the items for potential future analysis, and the lawful release or disposition. P&E operations are one of the highest risk units within any law enforcement agency. How a law enforcement agency takes in, processes, stores and disposes of property and evidence is of foremost importance. It is especially true for weapons, narcotics, currency, and jewelry.

As stated in a “Best Practice Manual” on the International Association of Property and Evidence (IAPE) website, “We sometimes see news stories across the country about theft or evidence missing from property and evidence rooms. In most cases, the evidence and property room was mismanaged or lacked suitable security and checks and balances.” 10 Police agencies across the country have often faced the consequences of mismanaged property and evidence units. Some of these cases have ended with termination and/or an arrest of police employees, from janitors to police Chiefs, for theft of narcotics, cash, jewelry, guns, and other items of value. There have been audits that revealed unaccounted property and evidence and led to the termination of police executives, even though they were not suspected of being implicated in the theft/loss of the evidence. Controlling access to the property and evidence areas, inventory control, and regular audits are critical to the effective management of the property and evidence function.

Currently, SMPD’s P&E reports under the command of the assigned Detective (Patrol) Sergeant. In 2009, the property and evidence role was a collateral duty for one of SMPD’s patrol officers. In 2012, the department hired a part-time employee to oversee P&E. The current part-time employee was assigned to P&E in 2015 and it has been their primary duty since.

The employee’s schedule varies, coming in once or twice a week between 7:00 a.m. to 3:00 p.m. If there is a need to release property or evidence a message is left for the employee. The employee will 10 https://home.iape.org/resourcesPages/IAPE_Downloads/Property_Manuals/2018evidenceroommanual%20FINAL.pdf 181
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then make an appointment for the requestor to come to the police department and have their property released. If there is any reason that the release is emergent, the Captain will release the property to accommodate members of the public who want to retrieve property. The practice of having a Captain release property is inappropriate and not best practice. In the event that evidence is missing, entry into the property and evidence room without a second person present may result in the Captain becoming part of an investigation.

According to IAPE, best practice is to staff P&E with an employee who is on-site during business hours, ideally a professional staff member of the department like a Property Technician or Community Services Officer, who is not in the same section or units as patrol or detectives. This separation helps to maintain the integrity of P&E and is appropriately suited for Support Services.

Meliora PSC recommends Property and Evidence be moved to report under Support Services and add one FTE CSO to assist with workload of both P&E and Fleet. The position of CSO could split their time between P&E and Fleet (see Fleet for specific information regarding job duties) and would give the flexibility to assist each unit based on workload demand. A direct report to the Dispatch/Records Supervisor who falls under the proposed Support Services Administrator would be appropriate.

TRAINING
The current P&E employee has not attended IAPE’s Property and Evidence management course training. Meliora PSC recommends the part-time employee or if the FTE position is granted, that the P&E employee attend training offered by IAPE regularly, such as the property & evidence management course (offered in person and on-line) and Advanced Concepts in Evidence Management. Additionally, the Support Services Supervisor and the Support Services Administrator, if the position is granted, should both attend the property and evidence management course. IAPE also posts several news reels to assist in assuring mistakes made by other departments do not occur at other police departments. California Association of Property and Evidence (CAPE) is another valuable resource for P&E staff as they offer training at various Southern California agencies and allow P&E staff to discuss current trends, issues, and to exchange information. Meliora PSC recommends SMPD become a member of CAPE and allow the P&E employee to attend the quarterly meetings and training.

POLICY
Policy governing P&E is found in SMPD’s Policy § 802, Property and Evidence. The intent of the policy is to provide employees guidance regarding the proper collection, storage, and security of evidence and other property. Additionally, this policy provides for the protection of the chain of evidence and identifies those persons authorized to remove and/or destroy property. The policy was last revised by SMPD in September 2023.

AUDITS AND INVENTORIES
One of the most overlooked areas of managing the property and evidence room is the audit and 182
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inventory responsibilities. The purpose of a police department property and evidence room audit is to review how well the department receives, inventories, and establishes chain of custody with regards to property and evidence. It also reports how well a department maintains property and evidence while it is in its custody, as well as how the department releases evidence for investigations and court purposes. Agencies have begun to recognize that the consequences of mismanagement of property and evidence can lead to agency embarrassment, lost court cases, loss of public confidence, and monetary loss.

SMPD’s Policy § 802.7 – Inspections of the Evidence Room states:
a. “On a monthly basis, the supervisor of the evidence custodian shall inspect the evidence storage facilities and practices to ensure adherence to appropriate policies and procedures. b. Unannounced inspections of evidence storage areas shall be conducted annually as directed by the Chief of Police.
c. An annual audit of evidence held by the Department shall be conducted by the Captain (as appointed by the Chief of Police) not routinely or directly connected with evidence control. d. Whenever a change is made in personnel who have access to the evidence room an inventory of all evidence/property shall be made by an individual not associate to the property room or function to ensure that records are correct, and all evince property is accounted for.” SMPD conducts a yearly inventory count; however, there was no clear record of any audits in recent years. It was also discovered that the unit does not conduct random audits of items in the P&E inventory. A random audit should involve randomly chosen items from the original property report consisting of guns, cash, drugs, felony evidence, and misdemeanor evidence. Meliora PSC recommends SMPD conduct a random audit of 10-15 items at a minimum of twice a year to include a year-end audit of evidence. Logs of the random audits should also be documented and retained.

Meliora PSC staff learned that inspections are only conducted once a year and not monthly per policy.

Additionally, inspections are not conducted unannounced annually, as they are usually scheduled when the P&E employee is working. It should be noted that inspections are different than an audit. Due to their familiarity with the environment, inspections are typically conducted by management staff who assess the workplace for potential hazards. Audits, however, are conducted by independent parties, or by a neighboring agency or from a separate unit within the agency. An audit is when items are randomly chosen to assure that they are processed correctly and have not been tampered with and are in the correct location.

When it comes to the “annual” audit, Meliora PSC recommends SMPD change the verbiage in Policy § 802.7 (c) to, “an annual audit of evidence held by the Department shall be conducted by a supervisor or manager (as appointed by the Chief of Police) not routinely or directly connected with evidence control.” Since there is only one Captain, a lieutenant (new recommended position) who is not directly connected with evidence should conduct the annual audit, therefore appropriately removing the Captain from the audit process.

As discussed above, the failure to audit can have a significant impact on a department. Audits must 183
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become an integral part of the proper operation of a department’s property and evidence section. It is imperative SMPD begin adhering to its policy regarding audits. Meliora PSC recommends SMPD immediately conduct a complete and thorough inventory and audit. The results should be documented and retained.

IAPE Standard 15.2 recommends that a comprehensive audit should comprise of the following:
§ Review of any previous audits & recommendations
§ Staffing
§ Training
§ Purging – Disposition
§ Security
§ Compliance with statutory mandates, including OSHA.
§ Special Handling – Firearms, Drugs & Money
§ Found Property
§ Property listed as safekeeping.
§ Inventories
§ Compliance with packaging manual/policy (if any)
§ Uniform-size containers.
§ Labeling
§ Protection of evidence, trace, bio, tool marks, etc.
§ Right of refusal for improperly packaged items.
§ Facilities.
§ Construction
§ Layout
§ Storage schemes
§ Temporary storage
§ Long term storage
§ High profile storage – Firearms, Drugs & Money
§ Documentation – the methodology used for complete inspection of selected P&E records § Safety – Environmental

PROPERTY ROOM SECURITY
IAPE has a number of policies and practices to ensure proper safekeeping of an agency’s property and evidence facilities and items held. Meliora PSC staff noted that the current policy does not have defined verbiage regarding security related to property and evidence. For example, as referenced in the IAPE standards, these security methods include, but are not limited to key control, changing locks or access codes with changes of personnel, access logs, after-hours procedures, and use of surveillance cameras and alarms. Meliora PSC noted that SMPD property and evidence lacks security measures advised under IAPE standards. The IAPE Security Alarm Standard states that all storage areas should be alarmed and monitored on a 24-hour basis. Storage rooms that contain guns, money, and drugs should be separately alarmed or an independently zoned area, whenever possible.

Intrusion alarms should be installed to alert other department personnel in a 24-hour monitoring 184
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position that there has been a breach of security in a specific area.

The IAPE Video Surveillance Standard states that video surveillance cameras should be utilized whenever enhanced security or a long-term record of ingress, movement, and egress is desired to record who and when anyone has entered specific defined areas. Meliora PSC recommends the security of the Property and Evidence Unit be reviewed by SMPD utilizing IAPE standards to ensure appropriate alarms are installed to monitor the property and evidence operation. Meliora PSC observed one camera located in the narcotics room and two additional cameras that are inside the evidence room. There is an alarm which is monitored by an alarm vendor. When the alarm is activated, the alarm is sounded immediately within the department and the alarm company notified dispatch. Meliora PSC recommends updating the property and evidence policy to include language regarding security. Sample language can be found on IAPE’s website11.

Access to the property and evidence room is via a secured door by a keyless entry card system. The door also has a hard-key lock. Entry card access is authorized to the P&E employee and the Captain.

A physical key to the door lock is retained by each of the same personnel. Live access video footage can be viewed by the dispatch center and in the sergeant’s office. Reviewing footage is conducted in the dispatch center by select staff who have a review code. Footage is stored for 180 days and then purged. A written security log is maintained for recording access to the secure property room by persons other than those authorized above. Entry into property and evidence requires an escort by authorized personnel.

SMPD also maintains a 19-page Evidence/Property Packaging Guide used as an “instructional guide” for employees booking items into P&E. Meliora PSC recommends SMPD update this guide as there are more detailed guides that cover a wide array of other types of property and evidence that officers will come across that can be useful as a reference guide. IAPE offers different examples on their website that can be used when updating this guide12. Staff indicated there is currently no Property Management Manual. Meliora PSC recommends a manual be developed as there is only one employee that is assigned to P&E and a formal manual will assist as a reference guide for future employees. This manual should be updated annually.

PROPERTY MANAGEMENT SYSTEM
The department uses Executive Information Services (EIS) asits Property and Evidence management system, which includes a barcode component used for tracking property and evidence. The system also incorporates the computer aided dispatch (CAD), report management system (RMS) and evidence into one database which allows for easy retrieval and viewing. Staff indicated the current system meets its needs, is functional, and it has had no issues. The system allows the officers to print labels with barcodes for booking into P&E. The barcoding system is part of the EIS property management system which tracks all evidence electronically utilizing a handheld device that scans and enters the item into the system. The item is given a storage location within the P&E room issued 11 https://home.iape.org/evidence-resources/evidence-log.html 12 https://home.iape.org/evidence-resources/guides-and-manuals.html 185
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by the property and evidence employee. The system will also track who “checks out” an item from P&E. This allows for continuity of evidence, location, and person accessing the database. The department uses a notification card to notify the public in the following situations:
§ When the owner of property/evidence has been identified after the item(s) has already been booked into P&E.
§ When the department is legally required to notify the owner of property/evidence that has been booked and will be destroyed or released from custody to be auctioned.

WORKLOAD
SMPD does not take in a lot of property and evidence compared to other departments; however, there are several elements to the unit other than just booking and releasing property. The following table reflects the number of items taken in by the unit and the number of items processed. In addition, the P&E employee has several tasks to ensure the property and evidence operation runs efficiently and within policy. SMPD currently has 255 items of property and evidence under its control. SMPD processes approximately 620 pieces of evidence a year on average. The items range from personal items, weapons, D.U.I. evidence, sexual assault evidence or found/safe keeping items.

For example, the number for total intake could be less than what was destroyed/purged that year as items purged could be from cases from years before.

TABLE 58: Property and Evidence Workload, 2020-2023
Category 2020 2021 2022 2023
Total Intake 298 398 456 255
Total Purged/
Destroyed/other
271 495 91 290
Items Sent to Lab 31 7 14 3
Items Checked Out to court 8 0 5 8
Items Released to Owner 118 152 111 138
End of Year Items in P&E 60 109 137 161
Total Activity 786 1,161 814 855
Source: Sierra Madre Police Department
In addition to P&E related workload and department discovery activity noted above, the property technician is responsible for additional tasks that include:
§ Packaging/organizing evidence items to fit within the space parameters. § Storing evidence.
§ Disposing of property/evidence when cases can be purged. § Coordinating the destruction run.
§ Coordinating the auction for evidence with PropertyRoom.com. § Releasing/intaking ALL firearms.
§ Preparing firearm letters to registered owners.
§ Coordinating stericycle/biohazard.
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§ Organizing and maintaining the Bike area.
§ Coordinating bicycles for PropertyRoom.com.
§ Coordinating large/bulk/unusual items disposal.

INTAKE/PROCESSING/STORAGE
The evidence preparation area is located behind the entry door to the property and evidence room; however, Meliora PSC learned that most employees process evidence on the desk located in the P&E office area just outside the locked P&E rooms. After the item(s) are entered into the EIS system, marked for identification, and packaged, officers place it in one of the various sized 18 self-storage lockers. The lockers are accessible to the officers on the exterior side of the property and evidence room. Once the item(s) are placed in the locker, it is secured by the officer pressing a button on the locker, this is a one-time activation button. Only the property and evidence employee can unlock the lockers and access the evidence item from the interior of the property room. The main property room also has a large box freezer and an upright-type refrigerator and freezer. Meliora PSC learned that there is no alarm or monitoring system that provides notification if the unit has a temperature failure. Biological evidence should be stored in one of the following conditions, depending on the type of evidence, and if known, the type of analysis that will be conducted:
§ Frozen: temperature is maintained thermostatically at or below –10 °C (14 °F) § Refrigerated: temperature is maintained thermostatically between 2 °C and 8 °C (36 °F and 46°F) with less than 25 % humidity.
§ Temperature controlled: temperature is maintained thermostatically between 15.5 °C and 24°C (60 °F to 75 °F) with less than 60 % humidity.
§ Room temperature: temperature is equal to the ambient temperature of its surroundings; storage area may lack temperature and humidity control methods.

Meliora PSC recommends SMPD purchases a refrigerator/freezer that allows for monitoring of temperature to ensure that evidence is safely housed. In the event of a malfunction, the system should notify a designated department member.

There is an exterior cage for oversized items located in the police department carport area. The exterior cage also contains a drying rack for bloody items and hazardous lockers for fentanyl, fireworks. A padlock secures the cage; it is not alarmed. A camera is in the area but not directly monitoring the area. Meliora PSC recommends SMPD work with their alarm vendor to install an alarm in this area, add an additional camera that is directed to this exterior caged area, and access records are recorded and retained. There are no access records kept for this enclosure. Evidence held in this enclosure should be stored in accordance with IAPE security standards.

When the property and evidence employee is on-duty, he will access the items placed in the temporary lockers by officers. The technician examines the item to ensure proper identifying information is affixed, he then researches the item in EIS to confirm the affixed information matches, he enters a storage location for the item, affixes a barcode, and places the item in the identified location.
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The main property and evidence room includes a property and evidence employee’s work area, rolling and stationary shelving containing stored evidence, and three locked rooms that store guns and narcotics secured by a hard-key lock.

The narcotic room located inside the evidence room is not ventilated properly and could be expensive to resolve as the building is old. Meliora PSC also noticed mold that was inside the property room. The City of Sierra Madre has acquired a new building within the city limits yet due to budgetary concerns has not started the process that would allow SMPD to obtain and move into this building. Meliora PSC recommends the City prioritize moving the police department into a new building once it is retrofitted for SMPD’s needs. Further information can be found in facilities portion of this report. Should the timeframe become extensive, measures to mitigate the mold should be explored to ensure employee safety.

The storage rooms appear organized. Items held in the main property and evidence room are contained in envelopes or bags and stored within a designated box on a designated shelf.

In the secured room within property and evidence, handguns are held in the secure area are stored on open shelves in evidence boxes. Rifles also are stored in open shelves or along a wall; some in boxes, some unboxed. Narcotics are stored in boxes that are on shelves, in envelopes within marked boxes. All items appeared tagged or marked with identifying information.

STORAGE OF CASH
Meliora PSC learned there is currently $191.25 held in property and evidence. Money is secured in envelopes inside the narcotics/firearms room. If a large amount is processed as evidence, it will be temporarily held in a safe located near the front counter. The property and evidence employee is sent an email if money is put in the safe. Once notification is received by the property and evidence employee, he will then contact the Captain or a sergeant and have the Support Services Supervisor verify that the money is there. The money will either stay in the safe or be moved to the property and evidence room until it is either returned to the owner or deposited into a city bank account.

Lesser amounts of cash will be booked via the normal process, but instead of being put into an evidence locker, it is put into the safe near the front counter. It is indicated in EIS property/evidence section of the system, and an email is sent to the P&E employee for notification. Although not optimal, this process is acceptable until such time as SMPD hires a full-time employee to handle property and evidence.

DISCOVERY RESPONSIBILITIES
Discovery is the process by which evidence is made available to one or both parties in a legal action or proceeding. Public and private defense attorneys, prosecuting attorneys, and lawyers representing parties in civil actions are permitted under certain conditions to view and/or receive copies of the items. It is the responsibility of the property officer to fulfill requests for discovery accurately and in a timely manner.
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The District Attorney (DA) will send a discovery request to the Support Services Supervisor, who forwards the request to P&E when the request is for evidence. P&E will fulfill the discovery. A log for discovery requests is maintained in Records, and it revealed SMPD completes the requests in a timely manner.

DISPOSITIONING/BACKLOG
P&E continuously reviews cases for disposition. They work closely with detectives to ensure that evidence is being purged in a timely manner. There is no current backlog in property and evidence.

PURGING
A vital component of having a well-managed property and evidence unit is maintaining the process of purging and destruction of property and evidence. Purging eliminates items that no longer need to be stored by the department and creates space in the property storage areas. Without an extremely organized process, property and evidence facilities can become messy, unorganized, and chaotic which may result in the loss of vital property and evidence. SMPD P&E conducts special purges for firearms and narcotics in accordance with law and best practices. P&E purges approximately every 6 months, which includes at the beginning of each calendar year.

WEAPON DESTRUCTION
P&E destroys weapons on a routine basis depending on the number of firearms they have processed for destruction. The process is as follows:

Once the gun rack and shelves are full the P&E employee will obtain authorization from detectives and verify that the owner of the weapon is not in the process of retrieving the weapons. The property and evidence employee will coordinate with a company called SA Recycling in the City of Anaheim, transport and witness the gun melt. SMPD follows a thorough and proper procedure for the destruction of weapons.

PROPERTY RELEASE
The property and evidence employee is available to the public by appointment only during business hours for property release. As noted earlier in this report the Captain acts as the back-up when the property and evidence employee is either off for an extended amount of time or the release is emergent.

Prior to release, the P&E employee will verify the item is available for release by confirming that a supplemental report was created in the system by the detective stating it can be released. Once verification is made that the requestor is authorized to pick up the item(s), the property and evidence employee will document that the item(s) were released on the property release form. A copy of the owner’s identification card will be photographed and maintained in a file under the year 189
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of the case. Meliora PSC recommends the property release form and a copy of the subject’s identification be uploaded to the EIS system and attached to the case report.

PROPERTY AND EVIDENCE RECOMMENDATIONS
§ Move Property and Evidence to report under Support Services and add one FTE Community Services Officer to assist with workload of both P&E and Fleet. (Recommendation #99) § Assign employees associated with property and evidence storage, destruction and management to attend the property and evidence management course and training offered by International Association of Property and Evidence (IAPE) regularly. (Recommendation #100)
§ Join California Association of Property and Evidence (CAPE) and allow the property and evidence employee to attend CAPE’s quarterly meetings and training. (Recommendation #101)
§ Conduct a random audit of 10-15 items at a minimum of twice a year to include a year-end audit of evidence. (Recommendation #102)
§ Update Policy § 802.7 (c) to, “an annual audit of evidence held by the Department shall be conducted by a supervisor or manager (as appointed by the Chief of Police) not routinely or directly connected with evidence control.” (Recommendation #103) § Immediately conduct a complete and thorough property and evidence inventory and audit and document and retain the results. (Recommendation #104) § Review the security of the P&E unit utilizing IAPE standards, make amendments and/or corrections as necessary and update Policy § 802 to include language regarding security. (Recommendation #105)
§ Update the Property & Evidence Guide. (Recommendation #106) § Develop a formal Property and Evidence Manual and update it annually. (Recommendation #107)
§ Purchase a refrigerator/freezer that allows for monitoring of its temperature. (Recommendation #108)
§ Install an alarm and additional camera for the exterior P&E caged area. (Recommendation #109)
§ Prioritize the move to a new building and accommodate a new property and evidence room. (Recommendation #110)
§ Upload a copy of the property release form and a copy of the subject’s identification into the EIS system and attach it to the case report. (Recommendation #111) Community Services Overview
Community Services within SMPD plays a vital role in fostering positive relationships, promoting public safety, and addressing the unique needs of the community through proactive engagement, education, and support services. According to Policy § 346, SMPD should have a Community Relations 190
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Coordinator. This coordinator should effectively focus on collaborating with local businesses and community members to address concerns along with assisting in developing solutions.

COMMUNITY SERVICE OFFICER
The City of Sierra Madre currently has an opening for the Community Service Officer (CSO) position.

This job posting for this position states it performs, “a variety of non-hazardous support duties as a non-sworn, non-peace officer within the Police Department; performs related clerical tasks; performs related duties as required13.” Meliora PSC recommends the full-time CSO be utilized as a shared position between P&E along being responsible for maintaining the Fleet management. Assigning the CSO fleet management would allow for the traffic officer to focus on the traffic management. The position would also allow for an employee to be present during normal business hours to assist the community, officers, and detectives with P&E requests. The position could also manage ancillary duties removed from department members who have a heavy collateral workload.

COMMUNITY SERVICE OFFICER RECOMMENDATION
§ Utilize the full-time Community Services Officer as a shared position between P&E and Fleet Management. (Recommendation #112)
Community Relations
Sir Robert Peel is credited for being the father of modern policing. Moreover, he established nine Principles about Policing14 and it is the seventh principle that states:

The police are the public and the public are the police, the police being only members of the public who are paid to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare and existence.

Peel’s tenant is accomplished through daily experiences created by department staff with members of the public. Limiting these experiences to calls for service or providing help creates circumstances where sometimes the public may not be at their best. Importantly, contemporary police agencies realize that public service is based on other interactions that are meaningful for both the public and police personnel.

Police agencies are committed to addressing crime and enhancing quality of life for all community members and visitors. All department employees are expected to strive to establish close ties with all 13 https://www.governmentjobs.com/careers/sierramadre 14 Josephson, M. (2009). Becoming an Exemplary Peace Officer, A Guide to Ethical Decision Making. Josephson Institute. 191
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segments of the population. This is also in keeping with the 21st Century Policing Report’s first pillar, Building Trust and Legitimacy15.

COMMUNITY PROGRAMS
Public partnerships and programs with the police department demonstrate the importance of building and maintaining trust with community members. Various community programs are an opportunity to engage with residents, businesses and visitors. In Sierra Madre, these programs include the following:
§ Neighborhood Watch
§ Business Watch
§ National Night Out
§ Citizen (Community) Police Academy
§ Town Hall meetings
§ Coffee with a Cop
§ Smoothies with Dispatch
§ Trunk or Treat
§ Special Olympic Torch Run
§ Pink Patch and Autism Project
§ Prom and Valentines events at the Kensington
§ Public Safety Forum – combined with the Fire Department

NEIGHBORHOOD WATCH
A Neighborhood Watch program is considered a group of community members living in the same area who want to make their neighborhood safer by working together and in conjunction with their local police department. The gist of Neighborhood Watch is to reduce crime and improve the quality of life in the community.

SMPD’s website invites residents to combat crime by becoming a block Captain or volunteering to host a Neighborhood Watch meeting. Getting involved enhances the quality of life throughout the neighborhood by making it a safer place to live. Neighbors looking out for one another and reporting suspicious activities to police promote crime prevention and the timely apprehension of criminals.

The SMPD has 30 Block Captains involved in the Neighborhood Watch Program. The Neighborhood Watch groups meet on a quarterly basis.

BUSINESS WATCH
Modeled after Neighborhood Watch, the SMPD Business Watch program is geared specifically to help prevent crime such as shoplifting, credit card fraud, business scams and other types of crimes against 15 President’s Task Force on 21st Century Policing. 2015. Final Report of the President’s Task Force on 21st Century Policing. Washington, DC: Office of Community Oriented Policing Services. 192
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businesses. By working together, police departments and business owners can make others aware of potential problems and report suspicious activities before a crime is committed. By sharing information, police departments are better equipped to make timely apprehension of criminals. The Business Watch program is currently being revamped. SMPD’s website indicates Business Watch meetings are held quarterly. Meliora PSC recommends SMPD begin to hold quarterly business watch meetings as indicated on the website.

NATIONAL NIGHT OUT
SMPD continues to enhance community engagement in the City. In 2021, SMPD began hosting the National Night Out16 (NNO) at Memorial Park on Sierra Madre Blvd. NNO is an annual communitybuilding campaign that occurs throughout the United States to grow police-community partnerships and enhance neighborhood safety. NNO occurs the first Tuesday in August across the country; SMPD advertises the event on social media to continue to raise awareness and invite members of the community to join. During the event, the department shares informational resources on Neighborhood Watch, disaster preparedness, and other public safety topics. They also have officers present to sit and listen to community members to gain a better understanding of issues and topics important to those who live, work and visit Sierra Madre. Subsequently, NNO created an opportunity for officers to attend neighborhood organization meetings to build rapport, respond to specific requests and follow up with neighborhoods routinely. This is another example of not only the goal behind NNO, but the intentional relationship building members of the department are engaged in.

Over 100 Sierra Madre community members participated in NNO in 2023.

COMMUNITY POLICE ACADEMY
SMPD’s Citizen Police Academy (CPA) is a no cost, informative program designed for community and business members of Sierra Madre to experience an interactive and comprehensive overview of the department. This program allows attendees to experience an inside view of the police department and the different roles and responsibilities of department staff, both sworn officers and professional staff. During the program, attendees will meet the men and women of the department and become educated on how the different units within the department work. The program length varies from year to year; usually either three or six weeks in length.

The goal of the Citizen Police Academy is to create open communication between community members and the SMPD staff to develop a better understanding of the police department’s role within the community and foster a collaborative relationship. Meliora PSC recommends SMPD update the name of the citizen academy to community police academy; the academy is meant to strengthen community relations; therefore, the name change falls in line with this concept.

Topics for SMPD’s Community Police Academy typically include:
§ Patrol Operations, 9-1-1 Basics
16 National Night Out. (2022). https://natw.org
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§ Detective Investigations
§ Traffic and DUI Investigations
§ Policing and De-escalation Tactics
§ Internal Investigations and Complaints
§ Hands On Scenarios
§ Homeless Outreach and Engagement Policing
§ Officer Safety and Tactics
§ Self Defense Training
§ Firearms
§ Narcotics
Meliora PSC recommends additional topics be added to the Citizen’s Police Academy such as:
§ Patrol ride along
§ Criminal justice system
§ Police Careers
§ Assertive Driving
§ Volunteering
§ Community preparedness
Some departments recruit CPA graduates as volunteers to assist in various areas of the police department. For example, the detective section, particularly those citizens with a banking, customer service or law enforcement background. These volunteers have been invaluable in preliminary identity theft investigations, calling crime victims on behalf of detectives to provide case numbers and the identity of the handling detective. Another task is calling families of missing persons or runaway juveniles to check on their status. See the Volunteer Program section of this report for further information as to where the SMPD could use volunteers.

Due to staffing and scheduling conflicts, SMPD last held a CPA class in 2021; however, staff could not provide the number of attendees. SMPD was not able to provide the number of 2021 CPA graduates that became department volunteers. Meliora PSC recommends a process be created to track attendees and assess how many volunteers are result from the classes. Due to the numerous tasks that the current staff are assigned, Meliora PSC recommends the CPA be managed by the Community Relations Coordinator outlined in department policy. This position would be responsible for creating the class agenda along with scheduling and managing the CPA. Meliora PSC recommends SMPD host a community academy in 2024.

TOWN HALL MEETINGS/PUBLIC SAFETY MEETINGS
In addition to community outreach programs, contemporary police agencies recognize every contact is an opportunity to connect with community members. One such opportunity is to host Town Hall style meetings at a neutral location, such as the library, to provide community members an update on topics of interest such as crime, traffic safety, and other regional topics. 194
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SMPD hosted a town hall meeting on January 18, 2023. The Sierra Madre Police Department in conjunction with Sierra Madre Fire Department conducted a Public Safety Meeting in 2023. These meetings were offered to the community to get input on any of the community’s concerns and to discuss recent developments with both departments.

Sierra Madre PD is applauded for their community relations outreach. Department members demonstrate the mission and values of connecting and service to the community, which is consistent with the first pillar of the 21st Century Policing report.

Currently, the Services Supervisor oversees the Neighborhood Watch Program and other community related events; however, these responsibilities would be better suited for the Community Relations Coordinator outlined in the department policy manual. This position would be more involved with the community and could focus on all department related community and school outreach. The position would allow for a more focused look at crime prevention and would involve working with patrol and detectives to identify where the most serious crimes occur, whether a trend or pattern exists, and how the Community Relations Coordinator might respond through education, prevention, or intervention.

In SMPD’s Policy § 346 – Community Relations, it provides guidelines for “community relationshipbuilding.” Policy § 346.4 states that the Chief of Police or authorized designee should designate a member of the department to serve as the community relations coordinator. The Community Relations Coordinator could also assist SMPD with the continuation of promoting the positive relationships between members of the department and the community. Currently, several of the community outreach ancillary duties fall on the staff at SMPD who have primary duties and several other duties assigned to them; this can result in less attention to community outreach efforts.

Meliora PSC recommends the Community Relations Coordinator attend the well-recognized Crime Prevention Through Environmental Design (CPTED) training. The course is P.O.S.T. certified and describes best practices in designing landscapes, parking lots, lighting, entrances, and exits of residential and business buildings and entertainment complexes to encourage safety and prevent crime. This would enhance SMPD’s ability to provide information, through a vulnerability home or business assessment, to residents and businesses on changes to their property that could enhance making their property crime resistant.

COMMUNITY RELATIONS RECOMMENDATIONS
§ Begin to hold quarterly business watch meetings. (Recommendation #113) § Update the name of the Citizen Police Academy to Community Police Academy and add additional topics to the Community Police Academy agenda. (Recommendation #114) § Create a process to track CPA attendees and assess how many volunteers are acquired from CPA classes. (Recommendation #115)
§ Assign the duty of managing the CPA to a Community Relations Coordinator and conduct a CPA class in 2024. (Recommendation #116)
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§ Send the Community Relations Coordinator to the Crime Prevention Through Environmental Design class. (Recommendation #117)
Volunteer Program
Volunteers are an important part of any organization and are proven to be a valuable asset to law enforcement agencies. SMPD’s volunteer program consists of a group of vested residents who are reliable and dedicated to serving their community. Currently, the department has 12 active volunteers who contributed 2,198 hours of service during 2020-2024. Duties include traffic control at special events or under special circumstances, administrative duties, live scan fingerprinting and volunteers on patrol. Volunteers on patrol will usually perform the following duties: public relations, performing vacation house checks, traffic control, extra patrol requests, enhance visibility and number of people monitoring the community, and special details assigned by the Watch Commander.

The International Association of Chiefs of Police encourages Volunteers in Policing Service (VIPS) programs throughout the nation stating, “The VIPS Program provides support and resources for agencies interested in developing or enhancing a volunteer program and for citizens who wish to volunteer their time and skills with a community law enforcement agency. The program’s ultimate goal is to enhance the capacity of state, local, campus, tribal, and territorial law enforcement to utilize volunteers. The VIPS staff shares information and resources with law enforcement agencies that want to expand their programs, increase the use of volunteers in existing programs, help citizens learn about and become involved in VIPS program.”17 As a registered member of the IACP VIPS, a police department would have access to several resources and training for their volunteers. Meliora PSC encourages SMPD to utilize VIPS resources.

A patrol sergeant supervises the Volunteer Program and is assisted by a volunteer who serves as the Volunteer Program Coordinator. Meliora PSC recommends this ancillary duty be re-assigned to a Community Relations Coordinator, a position that was discussed earlier in this report. This reassignment could benefit the program and allow for better oversight. The top priority of the SMPD Volunteer program is public relations by promoting community involvement to keep the City of Sierra Madre a safe place to live, work, and visit.

Meliora PSC learned that the last volunteer meeting was in August of 2022. This presents an opportunity for the SMPD to revamp the Volunteer program and assign the Community Relations Coordinator oversight of the program. Meliora PSC recommends a volunteer meeting be conducted bi-monthly or quarterly. Per the Volunteer Program Policy §342.7, volunteers are required to receive evaluations; however, they are not being done. Meliora PSC recommends a simple performance evaluation of the volunteers be conducted on an annual basis per policy. Additionally, Meliora PSC recommends the Community Relations Coordinator conduct an annual review of the volunteer program.
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The Volunteer Operations manual was revised in March of 2022 and appeared to be thorough, providing clear procedures and defining expectations. When reviewing the Volunteer Operations manual, it defined participation expectations regarding typical service hours that are expected per month. Volunteers are expected to volunteer a minimum of 40 hours a year unless otherwise approved by the volunteer coordinator. When reviewing the hours of each volunteer, it appeared not all volunteers are meeting this expectation, presenting an opportunity for the Community Relations Coordinator to ensure expectations are met during the annual evaluation process.

RECRUITMENT & APPLICATION PROCESS
Meliora PSC learned that other than the City’s website, there is no active recruitment of volunteers.

Usually, the current volunteers will attempt to recruit family and friends. Some concern was expressed that at some point there will not be any police volunteers left as most will be retiring in a few years or less.

SMPD could benefit from recruiting volunteers that have specialized skills from their current or former careers. Some agencies use volunteers such as retired bank officials or police investigators in an identity theft section and others have volunteers call family members to check the status of cold case missing adult and/or runaway juveniles. SMPD is encouraged to continue identifying tasks in units that volunteers could handle and assign as appropriate when new recruits join the volunteer team. As mentioned in the Community Academy portion of this report, many graduates could be recruited for volunteer positions, which would be beneficial for the department.

The City’s volunteer page shows current volunteer opportunities throughout the City’s various departments. The application process is easy as the website directs you to create an account with the City to continue with the application process. Meliora PSC recommends the website showcase the volunteer program with highlights on how the program can benefit the community.

SCREENING
Per SMPD Policy § 342.2.3 all prospective volunteer candidates complete an application. An interview is conducted with the Volunteer Coordinator or designee. If selected to be a volunteer, the candidate must pass a background investigation process. A documented background investigation includes but is not limited to, the following:
§ Traffic & Criminal background check. Fingerprints are obtained from all applicants and process through the California Criminal Information Index.
§ Employment.
§ References
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TRAINING
SMPD provides minimal training to its volunteers. Meliora PSC learned that the current volunteers would benefit from biennial training on contemporary topics. Meliora PSC learned training records for volunteers are not maintained. Meliora PSC recommends the volunteers are mandated to attend biennial training to include basic driving, traffic control, and operation of a police radio to be included in their training records. The Volunteer Coordinator should keep records of these meetings/training and who attended.

RECOGNITION EVENTS
Services provided to police agencies are invaluable for the department and provide community members with the opportunity to give back. This information should be publicized, and the department might consider showcasing volunteer efforts at an awards ceremony. SMPD recently began recognizing their volunteers at Council meetings; however, they have not had any type of formal banquet recognizing their volunteers. Meliora PSC learned from the current volunteers that this type of recognition would be appreciated as other departments in the area hold recognitions events for their volunteers. SMPD is encouraged to host a recognition event such as an Annual Volunteer Holiday party where the Chief could acknowledge volunteers and highlight the hours served and significant accomplishments achieved throughout the year. SMPD can use a portion of their volunteer budget for this event.

VOLUNTEER PROGRAM RECOMMENDATIONS
§ Assign the Volunteer program to the Community Relations Coordinator. (Recommendation #118)
§ Conduct bi-monthly or quarterly volunteer meetings. (Recommendation #119) § Conduct evaluations of volunteers on an annual basis per policy. (Recommendation #120) § Conduct an annual review of the volunteer program. (Recommendation #121) § Showcase the volunteer program on the City website with highlights on how the program can benefit the community. (Recommendation #122)
§ Provide mandated biennial training for the volunteers. (Recommendation #123) Media Relations
Many departments throughout the nation have embraced the applicability of social media as a significant platform for law enforcement. SMPD has joined in using social media as a method to distribute department messaging.

SMPD’s social media goals include posting on Instagram and Facebook at least once a week or at a minimum once a month. Messaging reflects current and up-to-date information regarding the SMPD to include announcements, tips and information related to crime prevention, 198
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investigative requests for information, requests that ask the community to engage in projects that are relevant to the department mission, real-time safety information, traffic information, press releases and recruitment of personnel. Per SMPD’s Social Media Policy § 322.4 – Authorized Content, describes content that may be posted as, “Only content that is appropriate for public release, which supports the department mission and conforms to all department policies regarding the release of information may be posted.” The Chief has final approval authority over content to be distributed through social media.

Upon staff receiving all relevant media relations and social media training and with predetermined guidelines, the department is encouraged to have the media relations team complete and publish social media posts with the exception of press releases.

Distributing precise press releases assists police departments with building credibility with the media, journalists, and their community. Writing accurate press release facts on a critical incident or investigation in a way that considers detectives, victims, suspects, the community, and the city as a whole is paramount. The Support Services Supervisor has been tasked with overseeing the Social Media Team and developing content for both immediate and future posting. The Support Services Supervisor also supervises social media content development by designated sworn and professional staff.

SMPD has limited platforms they post on, focusing on Facebook and Instagram. NIXLE is another platform used by SMPD and the City of Sierra Madre to advise the community on alerts for severe weather announcements, criminal activities, severe traffic, missing persons, or local events. During Meliora PSC’s site visit we learned from staff that there are times when the city sends out a Nixle; however, the dispatch center does not receive or see the Nixle post. Meliora PSC encourages SMPD to work with the City to remedy this so when the public calls the dispatch center, dispatchers are able to speak accurately when they are asked questions about the Nixle post.

Meliora PSC encourages SMPD consider other platforms like “X,” formally known as Twitter, which is traditionally a means of communication used by the news media to report on what is occurring in the City. Other platforms, like NextDoor have been used by law enforcement to help understand the concerns in the community and attempt to address them. Agencies have limited access on NextDoor, but they can post to community pages, see comments on their posts, and send private messages. Nextdoor can be used to get SMPD’s word out to the community easily and securely.

The role and job expectations that support creating weekly/monthly content for posting has impacted the Support Services Supervisors social media workload, with the expectation that it will only continue to grow. The social media role encompasses approximately 5-10% percent of the Support Services Supervisors workload. Meliora PSC agrees that having a Community Relations Coordinator position would be beneficial to SMPD and recommends that the coordinator position oversee media relations; this would serve to alleviate the Support Services 199
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Supervisor’s responsibility of media relations, the social media team, and SMPD’s social media accounts.

Meliora PSC reviewed SMPD’s social media platforms both Facebook and Instagram, and the content was informative and appropriate. SMPD does a sound job of providing basic safety tips, announcements, and crime bulletins. Meliora PSC recommends SMPD post more on their “stories” on a regular basis, as this is the current trend for Instagram traffic. More often Instagram followers will review stories rather than scroll through each post. Meliora PSC encourages SMPD to start “branding” their department. Branding is the process of researching, developing, and applying a distinctive set of features to an organization. It is how your agency is perceived based on your reputation, identity and what you say or publish. Branding allows the follower that views a story or a post to recognize that it is clearly something posted by SMPD.

Meliora PSC encourages SMPD to review other police departments’ social media accounts for ideas on branding.

Many agencies have “verified” their accounts through each of their social media platforms which allows the follower to be certain that they are viewing the department’s official pages.

Meliora PSC recommends SMPD work with Instagram and get their Instagram account verified to assure the community that they have their official page.

SMPD is committed to building and maintaining trust with the community and relies on social media as one of the avenues used to communicate with the community. Meliora PSC noted that in the last Town Hall Meeting, community members commented on how they appreciated the engagement and dissemination of information via social media.

Meliora PSC noticed that approximately 21% of Sierra Madre’s demographics are of the age range of 65 and over. Continuing to use a text service for those who do not have social media accounts would be appropriate. Another form of communication with the public that is a newer trend is RAVE Mobile Safety. Meliora PSC encourages SMPD to evaluate this platform as it is an ideal way to reach out to those who do not participate in Instagram or Facebook. RAVE18 mobile safety can be grant funded and functions similar to NIXLE.

Staff indicated that members of the Media Relations/Social Media Team have attended POST Certified Social Media training which provides an overview of social media, how it can be used to communicate with the public, how it can be used in investigations, and the potential pitfalls that peace officers should avoid when using social media.

Additionally, SMPD has a Corporal and a Captain (back up only) that are designated by the Chief as the primary point of contact for the news media; that person is also known as the Public Information Officer (PIO). SMPD Media Relations Policy § 324, “provides guidelines for media releases and media access to scenes of disasters, criminal investigations, emergencies and 18 https://www.ravemobilesafety.com/rave-platform/#
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other law enforcement activities.” The PIO is also a member of the Social Media Team. The City of Sierra Madre also has a PIO who manages the City’s media relations and is available to assist SMPD with distribution of information to the Media.

MEDIA RELATIONS RECOMMENDATIONS
§ Assign the Community Relations Coordinator oversee media relations, the social media team, and social media accounts. (Recommendation #124)
§ Increase the posts on Instagram on a regular basis and work with Instagram to obtain an Instagram verified account. (Recommendation #125)
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DATA ANALYSIS
REPORT
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Table 1: Call Source and Call Sign Records, by Year............................................................................................................................................................................................................................................................................... 207 Table 2: Community-Initiated and Field-Initiated Category Records, by Year ........................................................................................................................................................................................................................................ 207 Table 3: Community-Initiated Recorded Events, by Category, by Year with Percentage Change ............................................................................................................................................................................................................ 208 Table 4: Field-Initiated Recorded Events, by Category, by Year with Percentage Change....................................................................................................................................................................................................................... 210 Table 5: Events, by Event Month and Initiator, by Year......................................................................................................................................................................................................................................................................... 215 Table 6: Recorded Events, by Season and Initiator, by Year .................................................................................................................................................................................................................................................................. 215 Table 7: Recorded Events, by Day of Week and Initiator, by Year.......................................................................................................................................................................................................................................................... 215 Table 8: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Part I.................................................................................................................................................................................................... 216 Table 9: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Part II................................................................................................................................................................................................... 217 Table 10: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Continued – Part I .............................................................................................................................................................................. 218 Table 11: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Continued - Part II .............................................................................................................................................................................. 219 Table 12: Number of Field-Initiated Recorded Events, by Category, by Season, by Year ........................................................................................................................................................................................................................ 220 Table 13: Number of Field-Initiated Recorded Events, by Category, by Season, by Year – Continued..................................................................................................................................................................................................... 221 Table 14: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Part I ......................................................................................................................................................................................... 222 Table 15: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Part II ........................................................................................................................................................................................ 223 Table 16: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Continued – Part I...................................................................................................................................................................... 224 Table 17: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Continued – Part II..................................................................................................................................................................... 225 Table 18: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Last – Part I ............................................................................................................................................................................... 226 Table 19: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Last – Part II............................................................................................................................................................................... 227 Table 20: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year................................................................................................................................................................................................................ 228 Table 21: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year - Continued............................................................................................................................................................................................. 229 Table 22: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year - Final ..................................................................................................................................................................................................... 230 Table 23: Assigned Units by Number of Units, by Year.......................................................................................................................................................................................................................................................................... 231 Table 24: Number of Responding Units up to Four or More Deputies, by Category, by Year.................................................................................................................................................................................................................. 232 Table 25: Number of Responding Units up to Four or More Deputies, by Category, by Year - Continued............................................................................................................................................................................................... 234 Table 26: Average Assigned Units, by Call Source, and Year - With Averages......................................................................................................................................................................................................................................... 236 Table 28: Total Records by Hour for Call Sources, by Year..................................................................................................................................................................................................................................................................... 240 Table 29: Average Assigned Units, by Hour, by Year - with Averages..................................................................................................................................................................................................................................................... 243 Table 30: Community-Initiated Hourly Average Assigned Units, for Autumn and Spring, by Year - with Averages................................................................................................................................................................................. 245 Table 31: Community-Initiated Hourly Average Assigned Units, for Summer and Winter, by Year - with Averages................................................................................................................................................................................ 246 Table 32: Total Event Duration Original and Transformed Records....................................................................................................................................................................................................................................................... 248 Table 33: Community–Initiated CAD Unit Total Event Duration and Total Service Time, by Hour, by Year ............................................................................................................................................................................................. 252 Table 34: Field–Initiated CAD Unit Total Event Duration and Total Service Time, by Hour, by Year........................................................................................................................................................................................................ 255 Table 35: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year............................................................................................................................................................................. 258 Table 36: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year ....................................................................................................................................................................................... 259 Table 37: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages............................................................................................................................................................ 260 Table 38: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages....................................................................................................................................................................... 261 Table 39: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority....................................................................................................................................................................... 262 Table 40: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority.................................................................................................................................................................................. 263 Table 41: Unit Total Event Duration, by Record Source, by Category, by Year – with Averages – Part I .................................................................................................................................................................................................. 264 203
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Table 42: Unit Total Event Duration, by Record Source, by Category, by Year – with Averages – Part II ...........................................................................................................265 Table 43: Response Time Record Status and Average Minute, by Day of Week, by Year........................................................................................................................................................................................................................ 270 Table 44: Response Time Record Status and Average Minute, by Month, by Year................................................................................................................................................................................................................................. 272 Table 45: Response Time Record Status and Average Minute, by Season, by Year ................................................................................................................................................................................................................................ 274 Table 46: Response Time Record Status and Average Minute, by Deployed Hour, by Year.................................................................................................................................................................................................................... 275 Table 47: Response Time Record Status and Average Minute, by Record Category, by Year.................................................................................................................................................................................................................. 277 Table 48: Response Time Record Status and Average Minute, by Record Priority, by Year .................................................................................................................................................................................................................... 279 Table 49: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour............................................................................................................................................................................................................ 283 Table 50: Patrol Scheduled Events, by Record Category, by Year .......................................................................................................................................................................................................................................................... 285 Table 51: Patrol Scheduled Events, by # of Units Assigned Category, by Year........................................................................................................................................................................................................................................ 285 Table 52: Average Total Event Time for Patrol Scheduled Events, by Record Category, by Year............................................................................................................................................................................................................. 286 204
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Chart 1: Record Category Summary for Community-Initiated (2017-2022)............................................................................................................................................................................................................................................ 211 Chart 2: Record Category Summary for Community-Initiated (2023) .................................................................................................................................................................................................................................................... 212 Chart 3: Record Category Summary for Field-Initiated (2017-2022) ...................................................................................................................................................................................................................................................... 213 Chart 4: Record Category Summary for Officer-Initiated (2023)............................................................................................................................................................................................................................................................ 214 Chart 5:Community-Initiated Average Assigned Units, by Call Category, and Year - With Averages – Part I ........................................................................................................................................................................................... 237 Chart 6: Community-Initiated Average Assigned Units, by Call Category, and Year - With Averages – Part II.......................................................................................................................................................................................... 238 Chart 7: Field-Initiated Average Assigned Units, by Call Category, and Year - With Averages................................................................................................................................................................................................................. 239 Chart 8: Community-Initiated Records by Hour, by Year....................................................................................................................................................................................................................................................................... 241 Chart 9: Field-Initiated Records by Hour, by Year - with Averages......................................................................................................................................................................................................................................................... 242 Chart 10: Community-Initiated Average Assigned Units, by Hour, by Year - with Averages.................................................................................................................................................................................................................... 244 Chart 11: Field-Initiated Average Assigned Units, by Hour, by Year - with Averages.............................................................................................................................................................................................................................. 244 Chart 12: Community-Initiated Hourly Average Assigned Units, by Season, by Year - with Averages ..................................................................................................................................................................................................... 247 Chart 13: Total Event Duration Original and Transformed by Hour ....................................................................................................................................................................................................................................................... 249 Chart 14: Average Occupied Time for Community-Initiated and Field-Initiated Records, 2017-2023...................................................................................................................................................................................................... 250 Chart 15: Average Total Event Duration and Total Service Time, by Year - Agency ................................................................................................................................................................................................................................ 251 Chart 16: Community–Initiated Primary Unit Total Event Duration, by Hour, by Year............................................................................................................................................................................................................................ 253 Chart 17: Community–Initiated Total Service Time, by Hour, by Year.................................................................................................................................................................................................................................................... 254 Chart 18: Field–Initiated CAD Unit Total Event Duration, by Hour, by Year............................................................................................................................................................................................................................................ 256 Chart 19: Field–Initiated Total Service Time, by Hour, by Year.............................................................................................................................................................................................................................................................. 257 Chart 20: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year............................................................................................................................................................................. 258 Chart 21: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year ....................................................................................................................................................................................... 259 Chart 22: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages............................................................................................................................................................ 260 Chart 23: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages....................................................................................................................................................................... 261 Chart 24: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority....................................................................................................................................................................... 262 Chart 25: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority.................................................................................................................................................................................. 263 Chart 26: Community-Initiated Unit Total Event Duration, by Year – with Averages – Part I .................................................................................................................................................................................................................. 266 Chart 27: Community-Initiated Unit Total Event Duration, by Year – with Averages – Part II ................................................................................................................................................................................................................. 267 Chart 28: Field-Initiated Unit Total Event Duration, by Year – with Averages Part I ............................................................................................................................................................................................................................... 268 Chart 29: Field-Initiated Unit Total Event Duration, by Year – with Averages Part II .............................................................................................................................................................................................................................. 269 Chart 30: Response Time Record Status and Average Minute, by Day of Week, by Year........................................................................................................................................................................................................................ 271 Chart 31: Response Time Record Status and Average Minute, by Month, by Year................................................................................................................................................................................................................................. 273 Chart 32: Response Time Record Status and Average Minute, by Season, by Year ................................................................................................................................................................................................................................ 274 Chart 33: Response Time Record Status and Average Minute, by Deployed Hour, by Year.................................................................................................................................................................................................................... 276 Chart 34: Response Time Record Status and Average Minute, by Record Category, by Year.................................................................................................................................................................................................................. 278 Chart 35: Response Time Record Status and Average Minute, by Record Priority, by Year .................................................................................................................................................................................................................... 279 Chart 36: Community-Initiated and Field-Initiated Traffic Records, by Year........................................................................................................................................................................................................................................... 280 Chart 37: Community-Initiated Traffic Records, by Hour, by Year ......................................................................................................................................................................................................................................................... 281 Chart 38: Field-Initiated Traffic Records, by Hour, by Year.................................................................................................................................................................................................................................................................... 282 Chart 39: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour............................................................................................................................................................................................................ 284 Chart 40: Average Total Event Time for Patrol Scheduled Events, by Record Category, by Year............................................................................................................................................................................................................. 287 205
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Meliora PSC analyzed computer-aided dispatch (CAD) data for the Sierra Madre Police Department (SMPD) for the period of January 1, 2017, through December 31, 2023. Information was gathered from the Sierra Madre Police Dispatch Center.

Preparing the data for analysis included the following steps. • The data was reshaped by “flattening” the dataset to one row per record with 82,777 unique records associated with 1-to-24-unit identifiers. • A column was created calculating the number of “units” assigned to a given record, which is appended to the record. This column is labeled “Unique Officer Count”. A variable is created counting the number of persons assigned to a given record. This number is used to calculate the maximum time personnel could have been assigned based on the record. • As part of the data cleaning process, SMPD and non-SMPD records were filtered based on identifiers for call type and assigned units. When filtered based on Department personnel and beat, there are 79,125 records. For the purposes of this report, we focus on records identified as “Patrol”, and include “Records Without Unit IDs” and “Record Missing 1st Responder ID”. The difference between the prior two is there are records with personnel assigned to the record, as documented in the “Unique Officer Count”, though the record is not associated with a unit identifier. That is, there are personnel assigned to the record, whereas “Records Without Unit IDs” have no personnel assigned to the record. Below is the distribution of records based on the call source and unit identifier. When filtering on these records, there are 63,441 records.

Unit Identifier Category Community-Initiated Contact Field-Initiated Contact Missing Source of Record Patrol Scheduled Events Total Patrol 19,284 24,051 5 5,084 48,424
Records Without Unit IDs 11,179 22 8 3,194 14,403
Corporals 1,854 1,707 560 4,121
Sergeants 1,711 1,842 1 449 4,003
Traffic 464 3,277 158 3,899
Detective 1,297 1,120 288 2,705
Record Missing 1st Responder ID# 297 286 31 614
Community Service Officer 178 348 12 538
Administration 191 205 22 418
Total 36,455 32,858 14 9,798 79,125
• For records by hours, those measures use the event information. • Using the record status stages, Created ----> Dispatched; Dispatched----> Arrived; and Arrived ----> Closed, a calculation was performed creating the numerical minutes between each record status. An inevitable challenge when using CAD data is the presence of outliers, which can skew the data. The following steps were taken to prepare more precise estimates for response times and the total service.
o Created ----> Dispatched: Retained time measures of zero; Dispatched ----> Arrived: Removed records with a negative (-) value; Arrived ----> Closed: Removed records with a response time of zero. While the removal of zero times assists in producing better estimates, there are those on the maximum end that require addressing. 206
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• Addressing these outliers on the higher end requires addressing the presence of severe and mild outliers. An easy way to think about this process is locating records that lie farthest from the average. The severe outliers are those exceptionally different from the average. Mild outliers are those that deviate from the average but to a lesser extent compared to severe outliers. Given the practical reality of police responses, which is there are interactions where the response times exceed the average by considerable margins, we retain the mild outliers in the data, which admittedly increase the estimates. The mild outliers constitute up to 4.60% of the recorded times. The percentage of severe outliers’ range between 3.17% to

5.67%, with created to dispatch having an unusual amount of sever outliers trimming, 9,805 records or about 15%. Using the upper bounds of the upper fence (the cutoff points for the data) helps produce better estimates for response times, and because the two most important records status stages have minimal severe outliers present, these estimates take into consideration both the optimal statistical approach to managing outliers (removing the severe outliers) and practical considerations (retaining the mild outliers). • It is important to note the CAD data is one source of information used to focus on the activities in patrol. By design, CAD captures all activities occurring in the field. The data analysis report will focus on the CAD data from patrol-centric units as it will be used to assess patrol workload, deployment, and response times in the operational assessment. • Revision of Extra Patrol Procedures: In 2021, the department revised its extra patrol procedures and discontinued the scheduling of extra patrols. This decision was driven by the limitations of the CAD scheduling system, which only provided three options. These options did not allow for the exclusive scheduling of extra patrols during daytime hours without also scheduling them for nighttime hours, or vice versa. As a result, this feature proved to be impractical for the department and led to unnecessary service calls that had to be canceled.

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WORKLOAD
Table 1 represents the intersection of the call source and call signs showing 63,441 calls that were received and are not associated with a dispatched unit based on the CAD record. These records provide an entered date. While these are filtered in the analysis that follows, it is important to highlight that these records should be considered when factoring in workload, as they receive a response from the agency, though are not officially associated with a dispatched record.

Table 1: Call Source and Call Sign Records, by Year
Source of Record 2017 2018 2019 2020 2021 2022 2023 Total Community-Initiated Contact 5,154 4,799 4,401 4,120 3,537 4,151 4,598 30,760 Field-Initiated Contact 5,411 6,510 2,684 3,314 2,408 2,006 2,026 24,359 Missing Source of Record 2 5 3 2 1 13
Patrol Scheduled Events 1,511 1,055 1,689 2,678 832 312 232 8,309 Total 12,078 12,369 8,777 10,114 6,778 6,469 6,856 63,441 Table 2: Community-Initiated and Field-Initiated Category Records, by Year Source of Record 2017 2018 2019 2020 2021 2022 2023 Total Community-Initiated Contact 5,154 4,799 4,401 4,120 3,537 4,151 4,598 30,760 Field-Initiated Contact 5,411 6,510 2,684 3,314 2,408 2,006 2,026 24,359 Total 10,565 11,309 7,085 7,434 5,945 6,157 6,624 55,119 208
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Table 3: Community-Initiated Recorded Events, by Category, by Year with Percentage Change Community-Initiated Contact Percent Change
Record Category 2017 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Admin 493 603 628 519 472 529 471 22.31 4.15 -17.36 -9.06 12.08 -10.96 Agency Assist 157 155 161 161 211 194 242 -1.27 3.87 0 31.06 -8.06 24.74 Alarm 448 361 310 168 172 239 306 -19.42 -14.13 -45.81 2.38 38.95 28.03 Animal 160 287 257 214 185 202 435 79.38 -10.45 -16.73 -13.55 9.19 115.35 Bike Enforcement 3 2 -33.33
Check-Area 148 315 214 165 132 151 136 112.84 -32.06 -22.9 -20 14.39 -9.93 Crime-Person 134 98 71 74 62 55 65 -26.87 -27.55 4.23 -16.22 -11.29 18.18 Crime-Property 215 171 139 168 147 172 186 -20.47 -18.71 20.86 -12.5 17.01 8.14 Crime-Public 10 10 8 21 13 21 14 0 -20 162.5 -38.1 61.54 -33.33 Crime-Substance 3 3 8 7 3 3 2 0 166.67 -12.5 -57.14 0 -33.33 Deceased Person 3 7 6 133.33 -14.29
Disturbance 285 232 197 254 244 229 204 -18.6 -15.09 28.93 -3.94 -6.15 -10.92 Emergency 63 51 191 373 300 398 561 -19.05 274.51 95.29 -19.57 32.67 40.95 Extra Patrol 110 108 118 128 74 66 54 -1.82 9.26 8.47 -42.19 -10.81 -18.18 Fire 22 16 23 20 18 38 28 -27.27 43.75 -13.04 -10 111.11 -26.32 Foot Patrol 1 1 2 -100 100 -100
Harassment 7 7 5 3 3 9 4 0 -28.57 -40 0 200 -55.56
Investigation 73 38 59 69 32 36 52 -47.95 55.26 16.95 -53.62 12.5 44.44 Medical 4 2 4 2 3 3 9 -50 100 -50 50 0 200
Medical/Agency Assist 497 327 431 459 410 562 613 -34.21 31.8 6.5 -10.68 37.07 9.07 Mental Health 7 3 8 10 12 5 14 -57.14 166.67 25 20 -58.33 180 Miscellaneous 809 780 520 494 267 313 299 -3.58 -33.33 -5 -45.95 17.23 -4.47 Miscellaneous/Invest. 1
Missing Person 15 19 17 12 10 16 10 26.67 -10.53 -29.41 -16.67 60 -37.5 Operation (Sierra Madre Search & Rescue Page) 64 55 56 47 13 20 16 -14.06 1.82 -16.07 -72.34 53.85 -20 Parking 4 -100
Parking/Traffic Related 199 190 219 131 138 141 174 -4.52 15.26 -40.18 5.34 2.17 23.4 Pedestrian Contact 2 1 4 1 1 1 -50 -100 -75 0 0
Pedestrian Contact/Invest. 1 1 1 4 1 2 0 0 300 -100 100 Property 123 124 130 54 88 88 75 0.81 4.84 -58.46 62.96 0 -14.77 School Patrol 6 4 1 3 1 2 -33.33 -75 200 -66.67 -100
Special Assignment 8 22 24 24 17 14 13 175 9.09 0 -29.17 -17.65 -7.14 Suicide/Suicidal Person 5 3 5 1 2 1 -40 66.67 -80 -100 -50 Suspicious 717 480 337 278 259 385 361 -33.05 -29.79 -17.51 -6.83 48.65 -6.23 Suspicious Activity 5 1 5 1 1 -80 -100 -80 -100
Traffic 70 74 67 45 39 55 26 5.71 -9.46 -32.84 -13.33 41.03 -52.73 Traffic Accident 96 94 55 43 55 68 71 -2.08 -41.49 -21.82 27.91 23.64 4.41 Traffic Enforcement 17 17 6 18 35 16 20 0 -64.71 200 94.44 -54.29 25 209
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Transient 9
Unknown Trouble 33 10 5 8 9 1 14 -69.7 -50 60 12.5 -88.89 Warrant 6 5 10 5 1 2 1 -16.67 100 -50 -80 100 -50
Welfare Check 142 127 116 128 105 106 97 -10.56 -8.66 10.34 -17.97 0.95 -8.49 Total 5154 4799 4401 4120 3537 4151 4598 -6.89 -8.29 -6.38 -14.15 17.36 10.77 The table depicts percentage changes using a color-coding showing decreases in blue shading and increases in red. Darker shading is associated with the significance of the change. 210
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Table 4: Field-Initiated Recorded Events, by Category, by Year with Percentage Change Field-Initiated Contact Percent Change
Record Category 2017 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Admin 15 8 15 5 6 18 4 -46.67 87.5 -66.67 20 200 -77.78 Agency Assist 17 30 19 12 5 14 22 76.47 -36.67 -36.84 -58.33 180 57.14 Alarm 1 6 3 4 500 -50 -100
Animal 11 37 10 9 1 6 9 236.36 -72.97 -10 -88.89 500 50 Bike Enforcement 15 23 14 8 8 1 53.33 -39.13 -42.86 0 -100 Check-Area 20 90 16 8 8 19 19 350 -82.22 -50 0 137.5 0
Crime-Person 1 1 -100 -100
Crime-Property 7 3 2 4 2 5 5 -57.14 -33.33 100 -50 150 0 Crime-Substance 1 2 1 100 -50 -100
Disturbance 5 2 3 1 3 2 -60 50 -66.67 -100 -33.33
Extra Patrol 688 693 198 613 191 317 297 0.73 -71.43 209.6 -68.84 65.97 -6.31 Fire 1 1 1 -100 0
Foot Patrol 140 124 66 135 48 87 76 -11.43 -46.77 104.55 -64.44 81.25 -12.64 Investigation 155 179 138 108 90 159 142 15.48 -22.91 -21.74 -16.67 76.67 -10.69 Medical 1 2 -100 -100
Medical/Agency Assist 2 1 1 3 1 -50 -100 200 -66.67
Mental Health 1 1 0 -100
Miscellaneous 1025 1175 415 507 66 37 94 14.63 -64.68 22.17 -86.98 -43.94 154.05 Missing Person 1 -100
Parking/Traffic Related 333 504 191 63 5 76 64 51.35 -62.1 -67.02 -92.06 -15.79 Pedestrian Contact 70 27 60 96 64 52 60 -61.43 122.22 60 -33.33 -18.75 15.38 Pedestrian Contact/Invest. 82 106 61 58 31 14 27 29.27 -42.45 -4.92 -46.55 -54.84 92.86 Property 8 3 2 1 5 4 -100 -33.33 -50 400 -20
Pursuit-Foot 1 -100
Pursuit-Vehicle 1 1 -100 -100
School Patrol 111 113 110 17 34 16 73 1.8 -2.65 -84.55 100 -52.94 356.25 Special Assignment 41 70 28 42 36 36 35 70.73 -60 50 -14.29 0 -2.78 Suspicious 155 141 146 132 95 150 112 -9.03 3.55 -9.59 -28.03 57.89 -25.33 Traffic 21 15 9 2 4 8 6 -28.57 -40 -77.78 100 100 -25
Traffic Accident 9 11 5 2 2 6 5 22.22 -54.55 -60 0 200 -16.67 Traffic Enforcement 2470 3134 1160 1483 1705 964 957 26.88 -62.99 27.84 14.97 -43.46 -0.73 Transient 1
Unknown Trouble 2 -100
Warrant 2 1 1 1 -50 0 0 -100
Welfare Check 6 12 8 5 3 5 5 100 -33.33 -37.5 -40 66.67 0 Total 5411 6510 2684 3314 2408 2006 2026 20.31 -58.77 23.47 -27.34 -16.69 1 The table depicts percentage changes using a color-coding showing decreases in blue shading and increases in red. Darker shading is associated with the significance of the change. 211
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Chart 1: Record Category Summary for Community-Initiated (2017-2022) Admin, 12.40%
Medical/Agency Assist, 10.27% Miscellaneous, 12.17%
Suspicious , 9.39%
Alarm, 6.49%
Disturbance, 5.51%
Emergency, 5.26%
Animal, 4.99%
Check-Area,

4.30%
Agency
Assist,

3.97%
Parking/Traffic Related, 3.89%
CrimeProperty,

3.87%
Welfare Check, 2.77%
Property, 2.32%
Extra Patrol, 2.31%
Crime-Person, 1.89%
Traffic Accident, 1.57%
Traffic, 1.34%
Investigation, 1.17%
Operation (Sierra
Madre Search &
Rescue Page), 0.97%
Fire, 0.52%
Special Assignment, 0.42%
Traffic Enforcement,

0.42%
Missing Person, 0.34%
Crime-Public,

0.32%
Unknown Trouble,

0.25%
Mental Health, 0.17%
Harassment, 0.13%
Warrant, 0.11%
Crime-Substance, 0.10%
Medical, 0.07%
Suicide/Sucidial Person, 0.06%
School Patrol, 0.06%
Suspicious Activty, 0.05%
Deceased Person, 0.04%
Pedestrain Contact, 0.03%
Pedestrain Contact/Invest., 0.03%
Foot Patrol, 0.02%
Parking, 0.02%
Bike Enforcement, 0.01%
Other, 0.89%
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Chart 2: Record Category Summary for Community-Initiated (2023) Admin, 13.33%
Miscellaneous, 12.20%
Medical/Agency Assist, 10.24%
Suspicious , 9.46%
Alarm, 7.85%
Disturbance, 6.66%
Emergency, 6.50%
Animal, 5.26%
Check-Area,

4.44% Agency
Assist,

0.57%
Fire, 0.43% Special
Assignment,

0.35%
Traffic Enforcement,

0.30%
Missing Person,

0.30%
CrimePublic,

0.30%
Unknown Trouble,

0.28%
Mental Health, 0.22%
Harassment, 0.20%
Warrant, 0.20%
Crime-Substance, 0.13%
Medical, …
Suicide/Sucidial Person, 0.04%
School Patrol, 0.04%
Suspicious Activty, 0.04%
Deceased Person, 0.04%
Pedestrain Contact, 0.02%
Pedestrain Contact/Invest., 0.02%
Foot Patrol, 0.02% Bike Enforcement, 0.02% Parking, 0.02% Other, 1.11%
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Chart 3: Record Category Summary for Field-Initiated (2017-2022) Note: As there are a large number of record categories with minimal percentages, the breakout chart makes it easier to understand the relative distribution of the records.

Traffic Enforcement, 48.88%
Miscellaneous, 14.44%
Extra Patrol, 12.09%
Parking/Traffic
Related, 5.25%
Investigation, 3.71%
Suspicious ,

3.67%
Foot Patrol, 2.69%
School Patrol,

1.80%
Pedestrain Contact, 1.65%
Pedestrain
Contact/Invest.,

1.58%
Special Assignment,

1.13%
Check-Area, 0.72%
Agency Assist, 0.43%
Animal, 0.33%
Bike Enforcement, 0.30%
Admin,

0.30%
Traffic,

0.26%
Welfare
Check,

0.17%
Traffic Accident,

0.16%
Crime-Property,

0.10%
Property,

0.09%
Disturbance, 0.06%
Alarm, 0.04%
Medical/Agency Assist, 0.03%
Warrant, 0.02%
Crime-Substance, 0.02%
Medical, 0.01%
Crime-Person, 0.01%
Fire, 0.01%
Mental Health, 0.01%
Pursuit-Vehicle, 0.01%
Unknown Trouble, 0.01%
Missing Person, 0.00%
Pursuit-Foot, 0.00%
Other, 0.18%
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Chart 4: Record Category Summary for Officer-Initiated (2023) Traffic Enforcement, 47.24%
Extra Patrol, 14.66%
Investigation, 7.01%
Suspicious , 5.53% Miscellaneous,

4.64%
Foot Patrol,

3.75%
School
Patrol,

3.60% Parking/Traffic Related, 3.16%
Pedestrain Contact, 2.96%
Special Assignment, 1.73%
Pedestrain
Contact/Invest., 1.33%
Agency Assist, 1.09%
Check-Area, 0.94%
Animal, 0.44%
Traffic, 0.30%
Crime-Property,

0.25%
Traffic Accident,

0.25%
Welfare Check, 0.25%
Admin, 0.20%
Alarm, 0.20%
Property, 0.20%
Disturbance, 0.10%
Bike Enforcement, 0.05%
Fire, 0.05%
Medical/Agency Assist, 0.05%
Transient , 0.05%
Other, 1.14%
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Table 5: Events, by Event Month and Initiator, by Year
Community-Initiated Contact Field-Initiated Contact Agency Total Month 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community Field January 356 451 338 412 212 365 417 307 492 348 323 229 215 141 2,551 2,055 February 314 367 247 348 229 356 308 290 520 276 340 209 190 147 2,169 1,972 March 407 364 343 353 237 338 331 421 536 258 230 116 235 127 2,373 1,923 April 431 375 336 373 229 332 370 447 595 154 208 145 212 153 2,446 1,914 May 461 424 383 404 266 423 391 384 626 143 202 184 198 157 2,752 1,894 June 494 444 349 398 274 354 406 474 690 130 214 155 183 162 2,719 2,008 July 528 516 368 432 399 388 488 605 639 171 379 349 120 200 3,119 2,463 August 505 333 448 334 318 341 466 723 488 257 286 197 167 298 2,745 2,416 September 429 374 396 269 383 319 442 570 564 189 263 183 118 162 2,612 2,049 October 409 391 423 292 325 313 358 469 560 305 394 199 132 127 2,511 2,186 November 390 333 399 273 306 324 311 369 388 256 236 227 105 139 2,336 1,720 December 430 427 371 232 359 298 310 352 412 197 239 215 131 213 2,427 1,759 Total 5,154 4,799 4,401 4,120 3,537 4,151 4,598 5,411 6,510 2,684 3,314 2,408 2,006 2,026 30,760 24,359 Table 6: Recorded Events, by Season and Initiator, by Year Community-Initiated Contact Field-Initiated Contact Agency Total Season 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community Field Autumn 1,343 1,098 1,267 895 1,026 973 1,266 1,762 1,612 751 943 579 417 587 7,868 6,651 Spring 1,152 1,106 926 1,074 695 1,026 1,009 1,158 1,651 688 778 470 637 427 6,988 5,809 Summer 1,483 1,384 1,100 1,234 939 1,165 1,285 1,463 1,955 444 795 688 501 519 8,590 6,365 Winter 1,176 1,211 1,108 917 877 987 1,038 1,028 1,292 801 798 671 451 493 7,314 5,534 Total 5,154 4,799 4,401 4,120 3,537 4,151 4,598 5,411 6,510 2,684 3,314 2,408 2,006 2,026 30,760 24,359 NOTE: Autumn includes August, September, and October; Spring is characterized by February, March, and April; Summer comprises May, June, and July; Winter includes January, November, and December.

Table 7: Recorded Events, by Day of Week and Initiator, by Year Community-Initiated Contact Field-Initiated Contact Agency Total Day of Week 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community Field Sunday 637 610 500 470 462 543 618 759 816 288 470 309 214 211 3,840 3,067 Monday 649 643 507 522 456 534 560 697 863 348 412 248 217 278 3,871 3,063 Tuesday 664 593 489 508 442 520 623 660 852 332 436 237 206 330 3,839 3,053 Wednesday 702 662 596 551 485 569 649 762 910 408 466 314 278 372 4,214 3,510 Thursday 775 739 760 641 521 548 669 821 1,061 440 468 357 413 291 4,653 3,851 Friday 927 817 818 715 600 749 738 831 1,004 466 486 471 363 297 5,364 3,918 Saturday 800 735 731 713 571 688 741 881 1,004 402 576 472 315 247 4,979 3,897 Total 5,154 4,799 4,401 4,120 3,537 4,151 4,598 5,411 6,510 2,684 3,314 2,408 2,006 2,026 30,760 24,359 216
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Table 8: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Part I Autumn Autumn Total Spring Spring Total
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 108 126 182 135 129 119 142 941 106 112 140 132 109 141 97 837 Agency Assist 35 34 55 38 61 35 68 326 39 44 27 42 47 47 75 321 Alarm 117 91 68 28 47 61 79 491 107 98 85 57 29 54 80 510 Animal 53 82 96 46 56 62 173 568 26 38 33 48 27 42 30 244 Bike Enforcement 1 1
Check-Area 72 90 44 28 34 36 41 345 1 58 37 46 18 33 21 214 Crime-Person 40 19 14 12 10 9 20 124 31 34 23 28 11 14 15 156 Crime-Property 53 45 27 28 41 29 46 269 38 33 35 50 24 51 51 282 Crime-Public 3 3 2 2 3 5 2 20 1 2 1 7 4 6 4 25
Crime-Substance 3 2 2 1 8 1 1 2 4
Deceased Person 1 1 1 3 1 1 2
Disturbance 70 56 61 65 81 61 62 456 64 56 38 65 35 60 36 354 Emergency 28 16 77 86 81 86 110 484 6 7 21 103 62 112 144 455 Extra Patrol 26 22 30 30 20 7 12 147 28 24 19 35 17 11 11 145 Fire 4 5 5 2 7 15 8 46 4 2 9 10 3 10 7 45
Foot Patrol 1 1 1 1
Harassment 2 2 3 2 3 12 2 1 1 1 3 8
Investigation 18 5 25 13 14 4 23 102 15 9 25 18 3 7 9 86 Medical 1 2 1 4 1 2 1 4
Medical/Agency Assist 113 69 106 111 107 150 177 833 123 92 92 112 94 121 124 758 Mental Health 3 2 1 4 5 1 7 23 1 1 3 1 1 7
Miscellaneous 205 159 172 99 72 78 74 859 168 203 103 125 63 84 84 830 217
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 9: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Part II Autumn Autumn Total Spring Spring Total
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Miscellaneous/Invest.

Missing Person 5 2 7 4 6 5 3 32 2 8 4 5 2 4 25
Operation (SMS&R) 15 14 13 7 4 6 1 60 20 8 17 5 4 5 4 63 Parking
Parking/Traffic Related 53 52 66 26 47 23 38 305 41 40 43 36 22 43 47 272 Pedestrian Contact 1 1 1 3 1 1 2
Pedestrian Contact/Invest. 1 1 2 2 1 3
Property 31 28 31 7 23 23 17 160 27 23 33 17 14 24 20 158 School Patrol 5 2 1 1 9 2 2 4
Special Assignment 2 3 6 2 7 1 4 25 2 8 8 6 2 6 4 36
Suicide/Suicidal Person 1 2 3 2 1 3
Suspicious 172 98 94 57 85 88 89 683 218 122 77 62 48 94 84 705 Suspicious Activity 1 1 1 1 4 2 2
Traffic 24 14 17 13 8 12 8 96 16 16 14 13 6 14 7 86
Traffic Accident 26 17 17 6 14 21 14 115 18 29 12 8 11 10 16 104 Traffic Enforcement 8 7 1 3 21 6 3 49 2 1 4 3 6 6 9 31
Transient 5 5
Unknown Trouble 4 1 3 1 3 4 16 12 4 1 1 3 1 22
Warrant 1 2 3 1 7 2 3 1 1 1 8
Welfare Check 41 31 35 32 36 24 33 232 26 30 23 33 21 21 21 175 Total 1,343 1,098 1,267 895 1,026 973 1,266 7,868 1,152 1,106 926 1,074 695 1,026 1,009 6,988 218
Sierra Madre Police Department
Organizational Assessment
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Table 10: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Continued – Part I Summer Summer Total Winter Winter Total
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 169 178 173 136 145 144 140 1,085 110 187 133 116 89 125 92 852 Agency Assist 49 40 43 46 57 55 53 343 34 37 36 35 46 57 46 291 Alarm 121 80 70 40 44 70 77 502 103 92 87 43 52 54 70 501 Animal 51 129 94 91 68 70 201 704 30 38 34 29 34 28 31 224 Bike Enforcement 1 1 2 2 2
Check-Area 28 101 68 49 50 54 49 399 47 66 65 42 30 28 25 303 Crime-Person 34 28 16 16 24 20 18 156 29 17 18 18 17 12 12 123 Crime-Property 81 43 29 55 34 47 43 332 43 50 48 35 48 45 46 315 Crime-Public 4 3 1 8 4 5 2 27 2 2 4 4 2 5 6 25
Crime-Substance 2 4 2 1 1 2 12 1 2 2 5
Deceased Person 3 1 4 2 2 3 7
Disturbance 94 59 47 77 71 56 50 454 57 61 51 47 57 52 56 381 Emergency 13 4 39 109 82 92 177 516 16 24 54 75 75 108 130 482 Extra Patrol 30 30 40 31 14 24 19 188 26 32 29 32 23 24 12 178 Fire 8 4 4 2 2 8 8 36 6 5 5 6 6 5 5 38
Foot Patrol 1 1 2
Harassment 2 1 1 1 5 3 3 1 1 4 1 13
Investigation 23 16 2 28 4 13 11 97 17 8 7 10 11 12 9 74 Medical 1 1 1 1 4 8 2 1 2 1 1 4 11
Medical/Agency Assist 124 92 108 119 102 130 131 806 137 74 125 117 107 161 181 902 Mental Health 2 2 4 1 3 12 1 1 5 1 3 3 3 17
Miscellaneous 281 236 103 184 60 85 61 1,010 155 182 142 86 72 66 80 783 219
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 11: Number of Community-Initiated Recorded Events, by Category, by Season, by Year – Continued - Part II Summer Summer Total Winter Winter Total
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Miscellaneous/Invest. 1 1
Missing Person 4 4 2 2 5 3 20 4 5 4 1 2 2 4 22
Operation (SMS&R) 23 24 18 25 4 6 7 107 6 9 8 10 1 3 4 41 Parking 2 2 2 2
Parking/Traffic Related 49 51 54 43 39 39 51 326 56 47 56 26 30 36 38 289 Pedestrian Contact 4 4 1 1
Pedestrian Contact/Invest. 1 1 1 1 4 1 1
Property 35 40 30 17 26 19 16 183 30 33 36 13 25 22 22 181 School Patrol 1 1 2 4
Special Assignment 2 8 6 12 4 4 2 38 2 3 4 4 4 3 3 23
Suicide/Suicidal Person 1 1 3 2 1 8 2 1 3
Suspicious 157 130 83 66 52 119 100 707 170 130 83 93 74 84 88 722 Suspicious Activity 1 2 3 2 2 4
Traffic 19 13 16 11 13 18 8 98 11 31 20 8 12 11 3 96
Traffic Accident 26 22 11 14 13 27 16 129 26 26 15 15 17 10 25 134 Traffic Enforcement 7 3 1 6 3 3 4 27 6 6 5 1 4 22
Transient 4 4
Unknown Trouble 9 4 1 4 18 8 5 1 2 2 1 5 24
Warrant 2 4 2 1 9 3 3 6
Welfare Check 39 35 28 26 19 41 20 208 36 31 30 37 29 20 23 206 Total 1,483 1,384 1,100 1,234 939 1,165 1,285 8,590 1,176 1,211 1,108 917 877 987 1,038 7,314 220
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 12: Number of Field-Initiated Recorded Events, by Category, by Season, by Year Autumn Autumn Total Spring Spring Total
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 2 1 10 3 2 9 2 29 2 2 1 5 1 11
Agency Assist 7 3 6 3 3 3 3 28 4 15 2 4 1 1 7 34
Alarm 1 1 2 2 6 1 1
Animal 3 12 2 3 1 3 24 9 2 11
Bike Enforcement 1 6 1 3 11 5 7 9 2 5 1 29
Check-Area 7 23 3 2 3 3 41 3 16 4 3 9 1 36
Crime-Person
Crime-Property 1 1 1 1 1 5 4 2 2 2 10
Crime-Substance 1 1
Disturbance 2 1 1 2 1 7 1 1
Extra Patrol 386 180 62 207 42 28 100 1,005 13 151 51 167 19 140 56 597 Fire 1 1 1 1
Foot Patrol 56 10 16 52 6 11 7 158 18 41 18 14 13 22 28 154 Investigation 34 64 41 12 21 32 32 236 33 35 40 44 21 36 40 249 Medical 1 1 1 1
Medical/Agency Assist 1 1 2 1 1 1 3
Mental Health 1 1
Miscellaneous 248 320 124 100 3 2 15 812 291 279 101 88 24 13 4 800 Missing Person
Parking/Traffic Related 191 158 29 6 3 42 16 445 35 130 71 20 7 20 283 Pedestrian Contact 29 12 18 18 15 12 7 111 17 3 15 40 16 14 22 127 Pedestrian Contact/Invest. 16 37 17 8 4 2 2 86 24 18 14 23 6 3 6 94 Property 2 1 1 4 5 1 1 7
Pursuit-Foot 1 1
Pursuit-Vehicle
School Patrol 73 45 38 15 5 17 193 11 27 35 9 2 19 103
Special Assignment 11 14 6 20 4 5 10 70 8 18 6 8 12 16 8 76 Suspicious 27 32 43 44 27 28 21 222 34 42 36 21 15 41 38 227 Traffic 2 5 3 1 1 12 11 1 3 1 4 1 21
Traffic Accident 2 1 2 1 6 4 3 1 2 1 11
Traffic Enforcement 660 681 325 457 431 225 342 3,121 637 848 276 328 335 317 172 2,913 Transient 1 1
Unknown Trouble
Warrant 1 1 1 1
Welfare Check 1 5 2 1 2 2 13 2 1 1 1 5
Total 1,762 1,612 751 943 579 417 587 6,651 1,158 1,651 688 778 470 637 427 5,809 221
Sierra Madre Police Department
Organizational Assessment
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Table 13: Number of Field-Initiated Recorded Events, by Category, by Season, by Year – Continued Summer Summer Total Winter Winter Total
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 3 5 3 1 3 15 10 2 2 1 1 16
Agency Assist 5 7 4 1 5 6 28 1 5 7 4 1 5 6 29
Alarm 2 1 3 2 2 4
Animal 2 9 2 1 4 6 24 6 7 6 3 1 1 24
Bike Enforcement 4 4 3 2 13 5 6 4 1 16
Check-Area 3 28 3 2 2 6 12 56 7 23 6 1 6 1 3 47
Crime-Person 1 1 1 1
Crime-Property 2 1 1 2 6 1 1 2 1 1 1 7
Crime-Substance 1 2 3
Disturbance 2 2 1 1 6 1 1 2
Extra Patrol 257 256 30 164 72 88 46 913 32 106 55 75 58 61 95 482 Fire 1 1
Foot Patrol 27 39 9 46 15 30 20 186 39 34 23 23 14 24 21 178 Investigation 54 40 20 30 25 56 34 259 34 40 37 22 23 35 36 227 Medical 1 1
Medical/Agency Assist 1 1 2 1 1
Mental Health 1 1
Miscellaneous 268 337 79 200 9 14 10 917 218 239 111 119 30 8 65 790 Missing Person 1 1
Parking/Traffic Related 79 133 7 15 2 8 20 264 28 83 84 22 19 8 244 Pedestrian Contact 18 6 10 22 20 17 20 113 6 6 17 16 13 9 11 78 Pedestrian Contact/Invest. 22 28 19 16 11 6 11 113 20 23 11 11 10 3 8 86 Property 1 1 4 3 9 1 1 1 3
Pursuit-Foot
Pursuit-Vehicle 1 1 2
School Patrol 6 14 2 2 34 58 21 27 35 8 19 7 3 120
Special Assignment 9 18 8 11 11 6 10 73 13 20 8 3 9 9 7 69 Suspicious 61 40 22 34 15 46 29 247 33 27 45 33 38 35 24 235 Traffic 4 4 2 2 4 16 4 5 1 1 3 1 1 16
Traffic Accident 3 1 1 4 3 12 3 5 2 1 11
Traffic Enforcement 629 977 216 248 502 195 244 3,011 544 628 343 450 437 227 199 2,828 Transient
Unknown Trouble 1 1 1 1
Warrant 1 1 2 1 1
Welfare Check 4 3 2 1 1 4 15 1 2 3 2 1 1 1 11
Total 1,463 1,955 444 795 688 501 519 6,365 1,028 1,292 801 798 671 451 493 5,534 222
Sierra Madre Police Department
Organizational Assessment
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Table 14: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Part I Sunday Monday Tuesday
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 53 85 84 68 71 75 68 50 65 74 70 62 65 57 49 54 56 64 49 57 59 Agency Assist 18 16 20 15 28 24 20 35 23 16 33 20 22 33 21 18 31 23 29 25 37 Alarm 65 43 30 17 23 24 43 57 46 30 21 22 25 32 62 39 20 22 11 25 43 Animal 17 31 37 30 22 30 66 15 38 18 30 27 27 44 18 45 30 18 20 18 49 Bike Enforcement
Check-Area 13 28 30 21 15 15 8 29 45 26 15 29 25 17 16 43 22 15 23 24 21 Crime-Person 9 7 3 5 2 6 6 21 12 6 8 7 4 12 16 15 14 8 10 5 10 Crime-Property 32 18 15 16 21 24 25 26 30 21 14 15 22 27 30 28 15 15 21 23 27 Crime-Public 4 1 2 2 2 4 2 2 2 1 1 2 1 5 1 2 3
Crime-Substance 1 1 2 1 1 1 1
Deceased Person 1 1 2 1
Disturbance 49 43 25 37 45 27 43 32 31 23 21 15 27 12 30 22 17 26 19 12 14 Emergency 7 13 15 33 41 63 62 8 8 20 61 64 49 79 9 7 20 59 49 57 82 Extra Patrol 5 17 9 14 8 5 11 9 16 15 18 13 12 5 17 14 20 23 8 9 8 Fire 2 2 4 3 2 6 3 4 3 5 5 2 4 4 6 3 3 5 6 3
Foot Patrol 1
Harassment 1 2 1 1 1 1 1 1
Investigation 6 2 2 6 4 2 2 16 5 1 7 2 3 9 12 10 2 7 7 9 5 Medical 1 1 1 1
Medical/Agency Assist 75 35 56 76 59 91 99 55 46 55 72 53 96 82 57 41 57 71 61 77 96 Mental Health 1 3 1 1 2 1 1 3 1 2 2 1 5
Miscellaneous 103 97 49 34 36 39 43 107 97 60 49 29 49 43 98 86 62 68 32 49 44 223
Sierra Madre Police Department
Organizational Assessment
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Table 15: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Part II Sunday Monday Tuesday
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Missing Person 2 3 3 1 3 3 3 4 2 1 4 3 2 2 2
Operation (SMS&R) 19 16 14 9 3 4 5 1 8 6 4 2 1 2 4 3 1 2 3 Parking 1 1
Parking/Traffic Related 25 24 25 13 16 22 21 23 27 25 15 16 23 24 27 22 22 8 11 17 19 Pedestrian Contact 1 1 1 1
Pedestrian Contact/Invest. 1 1 1 1 1
Property 9 21 21 8 11 9 5 14 14 9 5 11 8 9 27 13 18 4 13 13 8 School Patrol 1 1 1
Special Assignment 1 3 2 3 4 1 3 4 2 2 5 4 1 5 1 2
Suicide/Suicidal Person 1 1 1 1 1
Suspicious 75 58 32 32 25 42 42 94 67 63 40 38 32 41 103 77 44 34 29 47 54 Suspicious Activity 1 1
Traffic 6 8 6 2 7 7 3 12 14 8 3 3 9 1 10 7 4 2 7 4 5
Traffic Accident 8 13 8 1 7 6 8 9 12 5 7 2 4 9 21 14 5 4 7 14 7 Traffic Enforcement 2 1 3 1 1 5 3 1 2 3 1 3 2 2 7 5 5
Transient 2 1 2
Unknown Trouble 7 3 1 2 3 1 1 2 1 1 1 2 1 5
Warrant 1 3 1 1 1 1 1 3 2 1
Welfare Check 21 21 9 17 8 12 15 18 16 12 10 14 13 9 17 15 13 24 12 13 10 Total 637 610 500 470 462 543 618 649 643 507 522 456 534 560 664 593 489 508 442 520 623 224
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 16: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Continued – Part I Wednesday Thursday Friday
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 57 87 83 55 53 50 41 60 75 91 69 68 50 63 128 140 132 98 91 128 98 Agency Assist 19 17 24 22 25 30 35 27 28 25 26 33 33 38 18 28 23 24 36 29 43 Alarm 66 58 45 19 31 27 48 59 51 72 26 25 43 42 62 57 51 30 38 43 50 Animal 22 37 28 30 30 30 60 24 52 51 41 20 22 76 33 47 49 29 30 37 74 Bike Enforcement
Check-Area 27 48 45 21 14 20 24 19 60 17 36 14 33 20 26 52 45 26 19 18 27 Crime-Person 20 15 12 14 14 14 6 35 21 12 14 11 7 12 21 19 15 20 11 11 9 Crime-Property 23 30 22 25 11 23 26 26 22 20 28 28 19 24 40 25 22 38 31 36 27 Crime-Public 1 3 3 2 1 1 2 2 3 5 2 1 3 4 1 5
Crime-Substance 1 1 2 3 1 1 3 2
Deceased Person 1 2 1 3
Disturbance 34 24 25 23 17 28 27 42 26 30 32 29 24 24 41 31 31 49 42 47 32 Emergency 8 4 23 54 45 60 74 11 4 36 51 35 60 80 11 8 47 59 39 56 92 Extra Patrol 19 11 16 14 17 12 9 21 19 19 17 13 11 8 24 18 29 22 7 10 8 Fire 1 1 4 3 3 4 5 3 5 2 2 4 6 2 6 2 3 4 8 4
Foot Patrol 1 1 1
Harassment 3 1 1 2 2 3 3 2 2 2 3 1
Investigation 7 7 10 16 3 5 14 9 5 16 11 3 7 5 17 4 16 11 8 7 11 Medical 2 1 2 1 1 1 2 2 2 1 1
Medical/Agency Assist 72 43 64 59 64 72 89 75 52 75 63 52 57 82 96 54 62 58 57 82 67 Mental Health 1 1 5 4 1 1 1 2 1 2 1 3 3 1 2 1
Miscellaneous 117 122 68 71 34 58 45 133 128 91 85 47 34 36 142 122 110 103 46 44 43 225
Sierra Madre Police Department
Organizational Assessment
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Table 17: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Continued – Part II Wednesday Thursday Friday
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Missing Person 1 2 2 1 1 4 5 6 2 5 3 2 3 2 4 3 3 2
Operation (SMS&R) 10 6 3 8 4 3 3 6 6 6 4 1 2 2 8 2 6 6 2 2 Parking 1
Parking/Traffic Related 28 18 22 17 21 22 25 28 27 45 26 18 11 24 31 34 36 19 30 25 31 Pedestrian Contact 1 1 1
Pedestrian Contact/Invest. 1 1 1 1
Property 20 23 12 9 12 11 16 13 14 24 11 12 15 12 20 20 25 6 11 12 15 School Patrol 1 1 2 2 2 1 1 3 1
Special Assignment 6 1 4 2 1 2 3 2 3 3 3 2 3 3 6 6 5 1 1 Suicide/Suicidal Person 1 1 4 1 1 1 1
Suspicious 99 55 50 41 36 62 53 118 80 52 42 45 65 64 132 82 56 48 41 82 53 Suspicious Activity 1 1 2 3 1 1
Traffic 8 8 6 6 4 8 6 9 12 16 5 7 9 4 9 14 11 12 9 13 4 Traffic Accident 18 9 6 6 6 5 11 17 20 11 9 16 11 7 13 17 13 7 13 19 21 Traffic Enforcement 2 5 2 1 6 1 3 2 1 4 10 4 5 2 1 4 3 4 2 Transient 1 1 1
Unknown Trouble 3 2 2 2 2 1 3 2 1 12 3 2 1 1 2
Warrant 1 1 1 4 1 1 2 1
Welfare Check 15 19 18 19 18 16 14 19 22 24 22 11 13 18 25 17 16 17 25 22 17 Total 702 662 596 551 485 569 649 775 739 760 641 521 548 669 927 817 818 715 600 749 738 226
Sierra Madre Police Department
Organizational Assessment
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Table 18: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Last – Part I Saturday
Record Category 2017 2018 2019 2020 2021 2022 2023
Admin 96 97 108 95 78 104 85
Agency Assist 19 25 22 18 40 31 36
Alarm 77 67 62 33 22 52 48
Animal 31 37 44 36 36 38 66
Bike Enforcement 3 2
Check-Area 18 39 29 31 18 16 19
Crime-Person 12 9 9 5 7 8 10
Crime-Property 38 18 24 32 20 25 30
Crime-Public 3 2 2 5 1 3 5
Crime-Substance 1 4 1 1
Deceased Person 4
Disturbance 57 55 46 66 77 64 52
Emergency 9 7 30 56 27 53 92
Extra Patrol 15 13 10 20 8 7 5
Fire 4 1 4 6 3
Foot Patrol
Harassment 1 2 1
Investigation 6 5 12 11 5 3 6
Medical 1 1 1 4
Medical/Agency Assist 67 56 62 60 64 87 98
Mental Health 2 1 1 1
Miscellaneous 109 128 80 84 43 40 45
Miscellaneous/Invest.
227
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 19: Number of Community-Initiated Recorded Events, by Category, by Day of Week, by Year – Last – Part II Saturday
Record Category 2017 2018 2019 2020 2021 2022 2023
Missing Person 1 5 1 1 2
Operation (SMS&R) 18 13 18 15 1 6 3
Parking 1
Parking/Traffic Related 37 38 44 33 26 21 30
Pedestrian Contact 3
Pedestrian Contact/Invest. 1
Property 20 19 21 11 18 20 10
School Patrol
Special Assignment 2 1 4 5 4 5 1
Suicide/Suicidal Person 1 1
Suspicious 96 61 40 41 45 55 54
Suspicious Activity 1 1
Traffic 16 11 16 15 2 5 3
Traffic Accident 10 9 7 9 4 9 8
Traffic Enforcement 3 4 2 4 3 1 3
Transient 1
Unknown Trouble 5 1 2 2
Warrant 2 1
Welfare Check 27 17 24 19 17 17 14
Total 800 735 731 713 571 688 741
228
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 20: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year Sunday Monday Tuesday
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 2 1 1 1 1 1 1 3 3 1 1 3 2 1
Agency Assist 2 4 2 3 1 1 3 2 7 4 2 2 5 3 4 2 1
Alarm 2 1 1 1 1
Animal 3 1 2 1 4 1 2 1 2 5 1 2
Bike Enforcement 1 6 1 2 1 1 2 7 1
Check-Area 3 10 3 2 2 5 5 1 4 5 3 3 5 3 1 2
Crime-Person 1
Crime-Property 1 2 1 1 4 1 1 1 1
Crime-Substance 1
Disturbance 1 1 2 2
Extra Patrol 212 77 19 103 31 25 37 184 61 12 70 10 29 46 138 53 11 77 9 26 40 Fire 1
Foot Patrol 11 20 4 9 5 7 6 12 14 3 12 4 7 7 11 13 10 12 5 10 17 Investigation 12 14 11 8 9 14 15 17 24 7 9 9 21 21 24 24 14 8 11 19 34 Medical 1
Medical/Agency Assist 1 1
Mental Health 1
Miscellaneous 131 168 50 71 13 5 9 149 168 62 56 15 8 4 171 148 49 54 9 1 3 Missing Person 1
Parking/Traffic Related 71 78 17 12 1 8 6 13 37 26 4 4 5 29 58 37 7 31 6 Pedestrian Contact 9 6 7 14 8 6 11 12 5 19 11 4 7 10 10 3 9 24 7 6 8 Pedestrian Contact/Invest. 9 12 8 4 4 3 4 12 18 8 14 5 2 1 6 11 5 5 4 6 Property 1 2 1 2 1 2
Pursuit-Foot 1
Pursuit-Vehicle
School Patrol 26 18 20 2 11 3 16 26 21 19 8 14 2 27
Special Assignment 6 12 9 1 5 3 9 11 8 1 4 5 13 8 6 8 6 4 10 Suspicious 17 24 33 24 12 17 14 22 21 25 25 5 18 20 25 11 19 24 12 27 17 Traffic 1 2 1 4 2 2 1 4 2
Traffic Accident 2 1 1 1 1 1 1 1 1 2 2 1
Traffic Enforcement 264 373 130 205 220 115 91 224 462 149 193 183 110 136 192 471 135 202 156 71 154 Transient
Unknown Trouble 1 1
Warrant 1 1 1
Welfare Check 1 1 1 1 1 1 1 1 1 1 1 1
Total 759 816 288 470 309 214 211 697 863 348 412 248 217 278 660 852 332 436 237 206 330 229
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 21: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year - Continued Wednesday Thursday Friday
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 1 1 2 2 1 1 4 4 2 9 1 2 3 2 1 3
Agency Assist 1 1 2 2 4 4 3 9 2 3 5 5 1 4 4 1 1 5
Alarm 2 1 2 2
Animal 3 5 3 2 2 7 4 2 1 1 6 1 2 1
Bike Enforcement 2 3 4 2 3 2 1 1 2 2 2 1
Check-Area 1 6 1 1 8 6 9 1 1 1 5 20 1 2 1 2 9
Crime-Person 1
Crime-Property 1 1 2 2 1 1 1 1 1 3
Crime-Substance 1 1
Disturbance 1 1 1 1 1 1 2 1
Extra Patrol 82 101 26 58 24 47 56 41 128 44 95 37 75 45 19 129 49 105 45 62 44 Fire 1
Foot Patrol 21 20 12 15 3 16 11 25 17 12 28 8 14 9 19 17 12 30 10 12 14 Investigation 33 29 24 21 9 28 25 28 39 27 19 21 35 15 20 29 29 21 18 20 14 Medical 1
Medical/Agency Assist 1 1 1 1
Mental Health 1
Miscellaneous 157 160 59 67 11 5 15 156 173 60 84 5 6 19 129 179 62 88 7 4 24 Missing Person
Parking/Traffic Related 20 41 36 6 6 11 37 79 22 3 1 9 10 72 107 35 8 2 7 14 Pedestrian Contact 9 3 9 16 9 6 20 11 3 6 13 10 11 5 7 3 6 13 12 8 1 Pedestrian Contact/Invest. 14 18 5 8 4 1 3 12 19 17 8 2 3 5 18 16 14 14 8 1 4 Property 1 2 1 1 2 1 2
Pursuit-Foot
Pursuit-Vehicle 1 1
School Patrol 28 26 26 5 1 1 18 17 23 27 4 6 10 14 25 18 2 4 4 2 Special Assignment 5 9 9 7 6 5 3 1 8 3 5 9 8 4 12 3 3 5 7 6 Suspicious 19 20 21 21 7 18 27 22 19 23 11 11 23 17 23 25 17 9 28 16 9 Traffic 3 1 1 1 1 2 2 1 1 1 2 6 3 2 2 3
Traffic Accident 1 1 1 1 1 2 4 3 1 2 1 1 1 1
Traffic Enforcement 360 462 169 231 236 126 170 442 519 182 196 242 196 141 488 422 201 185 322 205 145 Transient 1
Unknown Trouble
Warrant 1
Welfare Check 1 2 2 2 1 2 2 1 1 2 1 1 1
Total 762 910 408 466 314 278 372 821 1,061 440 468 357 413 291 831 1,004 466 486 471 363 297 230
Sierra Madre Police Department
Organizational Assessment
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Table 22: Number of Field-Initiated Recorded Events, by Category, by Day of Week, by Year - Final Saturday
Record Category 2017 2018 2019 2020 2021 2022 2023
Admin 3 2 4 1
Agency Assist 3 2 1 3 1 4
Alarm 1
Animal 3 7 2 2 1 3
Bike Enforcement 5 3 5 2 6 1
Check-Area 4 38 1 2 1 2
Crime-Person
Crime-Property 1
Crime-Substance 1
Disturbance 1
Extra Patrol 12 144 37 105 35 53 29
Fire 1
Foot Patrol 41 23 13 29 13 21 12
Investigation 21 20 26 22 13 22 18
Medical 1
Medical/Agency Assist 1 1
Mental Health
Miscellaneous 132 179 73 87 6 8 20
Missing Person
Parking/Traffic Related 91 104 18 23 1 11 12
Pedestrian Contact 12 4 4 5 14 8 5
Pedestrian Contact/Invest. 11 12 4 5 4 4 4
Property 3 1
Pursuit-Foot
Pursuit-Vehicle
School Patrol
Special Assignment 7 10 7 2 8 3 4
Suspicious 27 21 8 18 20 31 8
Traffic 4 1 2 2 4 1
Traffic Accident 1 1 1 1
Traffic Enforcement 500 425 194 271 346 141 120
Transient
Unknown Trouble
Warrant 1
Welfare Check 8 3 1 1
Total 881 1,004 402 576 472 315 247
231
Sierra Madre Police Department
Organizational Assessment
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ASSIGNED UNITS
Total Assigned Units. There were 43,918 events recorded associated with community-initiated and field-initiated records. Recall that there are records missing the unit information. The below tables describe the distribution of those records with the average number of unique units assigned to the record.

Table 23: Assigned Units by Number of Units, by Year
Community-Initiated Field-Initiated Total
Assigned Units 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 CommunityInitiatedFieldInitiated One Unit 1,964 1,683 1,308 950 745 806 860 4,099 4,855 1,898 2,402 1,196 1,170 1,284 8,316 16,904 Two Units 1,779 1,452 1,042 973 860 903 1,171 1,188 1,401 656 763 1,018 718 662 8,180 6,406 Three Units 361 541 389 364 324 363 356 108 228 118 125 181 109 66 2,698 935 Four or More
Units 72 45 49 76 32 51 62 11 22 7 21 12 8 11 387 92
Total 4,176 3,721 2,788 2,363 1,961 2,123 2,449 5,406 6,506 2,679 3,311 2,407 2,005 2,023 19,581 24,337 232
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 24: Number of Responding Units up to Four or More Deputies, by Category, by Year One Unit Two Units
Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 168 199 134 68 57 61 69 34 26 37 14 19 12 21
Agency Assist 79 76 72 49 69 46 69 63 64 47 52 63 62 87 Alarm 24 14 17 2 4 11 10 311 251 207 116 119 162 208
Animal 59 134 111 59 47 62 85 52 109 39 49 42 39 119
Bike Enforcement 8 8 7 3 6 2 1 6 11 6 2 2 1 2
Check-Area 56 99 47 146 114 33 26 24 108 42 49 34 31 11 Crime-Person 89 61 51 45 31 31 27 23 15 10 7 15 8 14
Crime-Property 93 88 75 74 85 88 85 86 56 36 58 29 45 65 Crime-Public 1 1 3 3 3 3 6 2 11 3 4 8
Crime-Substance 2 1 13 1 1 1 1 1 5 3 3 3 1
Deceased Person 1 2 2 5 3
Disturbance 65 27 36 20 24 28 36 178 118 94 147 136 135 105 Emergency 9 8 7 17 19 12 25 28 26 18 49 42 39 78
Extra Patrol 1,802 1,389 1,065 1,540 524 404 384 65 65 59 88 17 18 17 Fire 1 2 1 1 3 2 3 12 7 3 5 2 7 1
Foot Patrol 121 103 53 78 34 59 52 17 22 11 54 16 28 20 Harassment 7 5 9 2 2 8 3 2 2 1
Investigation 148 165 142 113 80 124 134 66 42 43 37 24 50 45 Medical 3 1 1 2 2 1 4 1 2 1 4 4
Medical/Agency Assist 265 104 64 24 7 21 22 145 113 95 42 24 27 46 Mental Health 1 1 1 1 1 3 3 3 3 7
Miscellaneous 1,513 1,658 716 779 165 143 189 191 159 91 100 50 33 53 Miscellaneous/Invest. 1
Missing Person 10 11 5 2 3 7 4 3 4 6 4 3 3 3
Operation (Sierra Madre
Search & Rescue Page)
2 3 1 3 1 2 1 3 1 1 2 2
Parking
Parking/Traffic Related 503 686 420 171 152 223 220 44 36 28 29 18 18 55 Pedestrian Contact 24 3 19 35 15 16 10 32 13 28 46 32 30 45 Pedestrian Contact/Invest. 48 85 49 48 22 10 17 31 18 10 10 8 3 8 Property 100 109 102 41 65 61 64 12 6 8 2 6 8 5
Pursuit-Foot 1
Pursuit-Vehicle 1 1
School Patrol 118 113 108 19 35 15 74 2 4 2 1
Special Assignment 39 59 36 35 27 27 34 8 28 8 13 14 15 10 Suicide/Suicidal Person 3 2 1 1
Suspicious 228 106 89 91 48 96 82 510 357 257 204 215 275 274 Suspicious Activity 4 1
Traffic 48 46 27 19 12 31 23 28 23 21 21 12 16 4
233
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Traffic Accident 37 30 25 14 8 26 23 41 33 16 13 24 22 28 Traffic Enforcement 1,539 1,931 658 935 733 433 502 890 1,076 447 509 853 468 427 Transient 7
Unknown Trouble 8 1 1 1 18 6 1 4 4
Warrant 4 5 5 1 1 3 1 2 2
Welfare Check 28 12 16 14 16 22 12 92 84 70 73 57 56 57 Total 7,251 7,343 4,184 4,455 2,417 2,112 2,292 3,032 2,892 1,758 1,816 1,892 1,631 1,845 234
Sierra Madre Police Department
Organizational Assessment
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Table 25: Number of Responding Units up to Four or More Deputies, by Category, by Year - Continued Three Units Four or More Units
Record Status 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 5 5 4 2 2 1 1 1
Agency Assist 9 25 29 24 35 27 37 1 4 2 1 1 2
Alarm 86 79 55 33 29 42 51 8 5 6 2 1 2 5
Animal 6 30 8 4 2 6 24 1 1 2 1 7
Bike Enforcement 1 3 1 3 1
Check-Area 4 16 6 8 3 6 1 1 2 2
Crime-Person 7 12 12 11 5 9 11 3 4 3 3 1 5 5
Crime-Property 19 25 19 22 15 25 17 11 4 4 4 3 4 7
Crime-Public 4 3 4 6 5 11 5 1 1 1 1 3 1
Crime-Substance 1 3 1 1
Deceased Person 1 1 1
Disturbance 35 81 50 69 63 51 51 7 4 9 12 6 4 6
Emergency 3 4 5 8 8 8 8 1 1 1
Extra Patrol 8 1 5 1 1 1 3 1
Fire 4 6 3 5 2 4 4 3 3 4 2 2
Foot Patrol 1 1 4 4 1 1
Harassment 1
Investigation 6 6 5 4 7 9 7 2 2 2 2 3 2
Medical 1 1 1 1
Medical/Agency Assist 21 36 35 16 13 16 10 2 3 2 1 2 1 1 Mental Health 4 2 4 3 8 4 7 1 3 1
Miscellaneous 18 39 14 21 15 12 7 1 3 1 2 2
Miscellaneous/Invest.

Missing Person 1 2 5 5 2 3 1 1
Operation (Sierra Madre
Search & Rescue Page)
Parking
Parking/Traffic Related 1 6 2 3 5 2 2 1 1
Pedestrian Contact 15 9 13 13 18 6 6 1 2 5 1
Pedestrian Contact/Invest. 3 4 2 3 2 2 1 1 1
Property 2 1 1 2 1
Pursuit-Foot
Pursuit-Vehicle
School Patrol 1
Special Assignment 2 1 8 5 1 2 2 3 5 7 5 7 3
Suicide/Suicidal Person 3 3 2 1 1
Suspicious 106 124 112 87 74 113 79 19 12 6 17 4 11 16
Suspicious Activity 1 1 2 1 1 1
Traffic 6 8 8 3 6 3 1 1 1 2
235
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Traffic Accident 14 33 11 12 12 12 15 8 3 3 6 4 5 3
Traffic Enforcement 59 155 59 76 136 68 38 7 7 1 13 6 3 5 Transient 2
Unknown Trouble 7 3 3 5 2 1 6 1 2 1
Warrant 1
Welfare Check 21 38 29 27 28 25 18 1 3 5 4 2 1 2
Total 469 770 509 492 505 472 422 83 67 56 97 44 59 73
236
Sierra Madre Police Department
Organizational Assessment
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Table 26: Average Assigned Units, by Call Source, and Year - With Averages Community-Initiated Contact Field-Initiated Contact Agency Record Categories 2017 2018 2019 2020 2021 2022 Average 2017 2018 2019 2020 2021 2022 2023 Average Average Admin 1.23 1.16 1.25 1.25 1.32 1.25 1.26 1.23 1.07 1.00 1.40 1.20 1.00 1.00 1.25 1.13 1.22 Agency Assist 1.58 1.80 1.81 1.85 1.82 1.87 1.92 1.81 1.35 1.52 1.32 1.25 2.00 1.93 1.32 1.47 1.77 Alarm 2.18 2.23 2.18 2.23 2.18 2.16 2.20 2.19 2.00 1.67 2.00 2.00 1.86 2.19 Animal 1.60 1.68 1.37 1.59 1.50 1.51 1.83 1.62 1.27 1.35 1.00 1.11 2.00 1.33 1.89 1.34 1.59 Bike Enforcement 1.33 1.50 1.40 1.53 1.87 1.57 2.00 1.25 2.00 1.68 1.66 Check-Area 1.49 1.55 1.67 1.67 1.78 1.82 1.58 1.64 1.60 1.83 1.31 1.50 1.38 1.68 1.11 1.63 1.64 Crime-Person 1.38 1.57 1.65 1.63 1.56 1.85 1.96 1.61 2.00 2.00 2.00 1.62 Crime-Property 1.81 1.72 1.70 1.76 1.52 1.69 1.70 1.71 1.43 1.67 2.00 1.50 1.50 1.40 1.80 1.57 1.71 Crime-Public 2.56 2.33 2.63 2.24 2.33 2.71 2.50 2.47 2.47 Crime-Substance 1.33 2.00 2.29 2.00 1.67 1.67 2.50 1.96 1.00 2.50 2.00 2.00 1.96 Deceased Person 2.33 2.00 1.83 2.00 2.00
Disturbance 1.95 2.27 2.19 2.30 2.23 2.15 2.15 2.17 2.60 2.50 1.33 2.00 2.00 2.00 2.13 2.17 Emergency 1.90 1.89 1.93 1.91 1.84 1.97 1.85 1.89 1.89
Extra Patrol 1.14 1.32 1.13 1.48 1.07 1.09 1.00 1.21 1.00 1.07 1.04 1.04 1.06 1.03 1.04 1.04 1.05 Fire 2.85 2.27 3.00 2.93 1.86 2.50 2.56 2.62 3.00 1.00 2.00 2.00 2.60 Foot Patrol 1.00 1.00 1.00 1.16 1.18 1.24 1.46 1.33 1.32 1.37 1.29 1.29 Harassment 1.00 1.29 1.20 1.00 1.00 1.22 1.25 1.17 1.17 Investigation 1.55 1.42 1.41 1.14 1.48 1.44 1.80 1.46 1.28 1.26 1.26 1.41 1.37 1.42 1.22 1.31 1.35 Medical 1.75 1.50 2.00 1.00 1.33 1.67 1.67 1.63 3.00 2.00 2.33 1.70 Medical/Agency Assist 1.45 1.76 1.88 1.96 2.24 1.97 1.88 1.71 2.00 1.00 1.00 1.50 1.00 1.43 1.71 Mental Health 2.29 3.33 2.38 2.90 2.58 3.20 2.50 2.64 3.00 1.00 2.00 2.62 Miscellaneous 1.26 1.32 1.26 1.35 1.42 1.32 1.43 1.31 1.05 1.03 1.04 1.03 1.17 1.22 1.12 1.04 1.16 Miscellaneous/Invest. 2.00 2.00 2.00
Missing Person 1.36 1.47 1.93 2.27 2.22 1.69 1.75 1.77 3.00 3.00 1.78 Operation (Sierra Madre
Search & Rescue Page)

1.60 1.25 1.50 1.40 1.00 1.50 1.00 1.41 1.41
Parking
Parking/Traffic Related 1.14 1.19 1.12 1.18 1.20 1.14 1.20 1.17 1.05 1.02 1.03 1.13 1.00 1.03 1.41 1.06 1.11 Pedestrian Contact 2.00 2.00 1.67 2.00 3.00 2.00 2.00 1.90 2.38 1.90 1.90 2.05 1.83 1.93 1.95 1.95 Pedestrian Contact/Invest. 2.00 1.33 1.00 3.00 1.67 1.45 1.25 1.26 1.26 1.35 1.50 1.48 1.33 1.34 Property 1.15 1.05 1.09 1.05 1.11 1.18 1.11 1.11 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.10 Pursuit-Foot 1.00 1.00 1.00
Pursuit-Vehicle 1.00 1.00 1.00 1.00
School Patrol 1.00 1.00 1.00 1.00 1.00 1.00 1.01 1.04 1.02 1.00 1.00 1.06 1.03 1.02 1.02 Special Assignment 1.75 2.05 2.27 3.00 2.40 6.93 2.33 2.92 1.20 1.61 1.39 1.81 1.75 1.39 1.63 1.55 1.94 Suicide/Suicidal Person 3.20 3.00 2.60 4.00 4.00 2.00 3.06 3.06 Suspicious 1.99 2.19 2.18 2.29 2.22 2.21 2.18 2.15 1.66 1.81 1.91 1.67 1.84 1.82 1.78 1.78 2.06 Suspicious Activity 2.20 3.00 3.25 3.00 3.00 2.75 2.75
Traffic 1.65 1.62 1.74 1.71 2.00 1.52 1.19 1.65 1.14 1.20 1.22 1.00 1.75 1.00 1.00 1.17 1.56 237
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Traffic Accident 2.00 2.17 1.86 2.35 2.35 2.05 2.11 2.11 1.89 1.91 1.80 1.00 2.00 1.83 1.60 1.80 2.09 Traffic Enforcement 1.27 1.70 1.33 1.27 1.29 1.00 1.14 1.29 1.42 1.45 1.49 1.47 1.67 1.64 1.54 1.50 1.50 Transient 2.25 2.25 2.00 2.00 2.22
Unknown Trouble 1.97 2.33 2.50 2.75 2.67 3.00 2.73 2.34 2.00 2.00 2.33 Warrant 1.40 1.00 1.33 2.00 1.00 2.00 1.35 1.50 2.00 1.00 2.00 1.60 1.40 Welfare Check 1.96 2.30 2.22 2.20 2.15 2.08 2.14 2.15
Average 1.66 1.73 1.71 1.83 1.83 1.88 1.86 1.77 1.31 1.34 1.31 1.23 1.27 1.31 1.30 1.63 Chart 5:Community-Initiated Average Assigned Units, by Call Category, and Year - With Averages – Part I

0.00 0.50

1.00 1.50

2.00 2.50

Missing Person
Operation (SMS&R))
2017 2018 2019 2020 2021 2022 2023
238
Sierra Madre Police Department
Organizational Assessment
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Chart 6: Community-Initiated Average Assigned Units, by Call Category, and Year - With Averages – Part II

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

8.00 Parking
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50
Admin
Agency Assist
Alarm
Animal
Bike Enforcement
Check-Area
Crime-Person
Crime-Property
Crime-Substance
Disturbance
Extra Patrol
Fire
Foot Patrol
Investigation
Medical
Medical/Agency Assist
Mental Health
Miscellaneous
Missing Person
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

Property
Pursuit-Foot
Pursuit-Vehicle
School Patrol
Special Assignment
Suspicious
Traffic
Traffic Accident
Traffic Enforcement
Transient
Unknown Trouble
Warrant
Welfare Check
Grand Total
2017 2018 2019 2020 2021 2022 2023
240
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Organizational Assessment
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Table 27: Total Records by Hour for Call Sources, by Year Total Calls Community-Initiated Contact Field-Initiated Contact Agency Hour 2017 2018 2019 2020 2021 2022 2023 Total 2017 2018 2019 2020 2021 2022 Total Total 00 142 152 127 96 101 93 82 793 171 205 93 129 207 99 86 990 1,783 01 101 82 87 74 78 68 83 573 113 176 72 104 137 90 86 778 1,351 02 60 60 74 60 51 70 74 449 105 239 143 107 97 93 76 860 1,309 03 53 43 54 54 34 61 50 349 102 300 73 77 69 67 72 760 1,109 04 57 53 46 59 48 59 52 374 214 202 70 143 37 38 45 749 1,123 05 64 90 62 61 48 66 72 463 376 504 141 189 27 28 23 1,288 1,751 06 84 72 63 72 45 84 88 508 41 30 4 8 8 14 5 110 618
07 161 167 164 130 131 178 123 1,054 151 256 166 88 92 70 86 909 1,963 08 213 191 194 179 205 203 235 1,420 170 274 93 98 142 98 131 1,006 2,426 09 228 215 220 228 182 250 254 1,577 195 223 94 125 110 110 118 975 2,552 10 266 253 274 241 222 274 269 1,799 195 213 80 116 121 113 94 932 2,731 11 247 273 219 217 212 259 277 1,704 172 207 80 80 98 86 97 820 2,524 12 298 269 223 227 180 224 248 1,669 253 212 75 74 77 50 64 805 2,474 13 295 256 249 204 173 221 255 1,653 333 230 61 87 58 90 88 947 2,600 14 274 232 266 222 212 219 292 1,717 303 256 98 108 83 103 85 1,036 2,753 15 303 306 220 228 197 251 291 1,796 221 275 119 87 79 118 65 964 2,760 16 302 301 276 196 204 265 299 1,843 236 235 121 69 60 82 45 848 2,691 17 311 264 244 243 192 241 305 1,800 145 147 77 56 28 35 36 524 2,324 18 224 201 210 196 173 183 229 1,416 110 104 25 85 45 28 33 430 1,846 19 259 279 262 288 227 199 284 1,798 427 423 196 387 131 94 135 1,793 3,591 20 290 279 248 225 197 210 214 1,663 598 713 298 415 145 113 166 2,448 4,111 21 402 316 267 231 154 193 201 1,764 328 457 220 259 177 120 123 1,684 3,448 22 324 253 211 229 166 149 189 1,521 238 334 157 219 191 131 131 1,401 2,922 23 196 192 141 160 105 131 132 1,057 214 295 128 204 189 136 136 1,302 2,359 Total 5,154 4,799 4,401 4,120 3,537 4,151 4,598 30,760 5,411 6,510 2,684 3,314 2,408 2,006 2,026 24,359 55,119 241
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Chart 8: Community-Initiated Records by Hour, by Year
0 50
100
150
200
250
300
350
400
450
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
242
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Chart 9: Field-Initiated Records by Hour, by Year - with Averages 0 100
200
300
400
500
600
700
800
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
243
Sierra Madre Police Department
Organizational Assessment
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Table 28: Average Assigned Units, by Hour, by Year - with Averages Average Deployed Community-Initiated Contact Field-Initiated Contact Agency Hour 2017 2018 2019 2020 2021 2022 2023 Average 2017 2018 2019 2020 2021 2022 2023 Average Average 00 1.71 1.90 1.77 1.96 2.23 2.06 2.11 1.92 1.51 1.61 1.68 1.55 1.94 1.85 1.72 1.69 1.78 01 1.72 1.79 1.90 2.20 2.12 2.23 2.38 2.00 1.51 1.77 1.88 1.49 1.99 1.78 1.64 1.73 1.83 02 1.84 1.98 1.90 1.85 1.75 2.15 2.10 1.95 1.45 1.29 1.24 1.59 1.90 1.58 1.62 1.47 1.60 03 1.78 1.97 1.92 2.22 2.30 2.12 2.19 2.04 1.32 1.13 1.30 1.51 2.09 1.46 1.68 1.38 1.54 04 1.55 1.85 1.81 2.26 1.84 2.23 2.03 1.92 1.10 1.15 1.19 1.20 1.89 1.66 1.60 1.24 1.41 05 1.65 1.88 1.65 2.03 2.24 2.06 1.91 1.87 1.04 1.02 1.10 1.06 1.56 1.46 1.43 1.07 1.21 06 1.68 1.51 1.74 1.95 1.86 2.04 1.86 1.76 1.05 1.43 1.00 1.63 1.00 1.15 1.20 1.21 1.58 07 1.57 1.58 1.58 1.61 1.74 1.68 1.96 1.64 1.05 1.10 1.09 1.30 1.22 1.34 1.07 1.14 1.32 08 1.54 1.69 1.64 1.66 1.59 1.78 1.74 1.65 1.14 1.19 1.18 1.17 1.28 1.16 1.16 1.19 1.39 09 1.53 1.69 1.44 1.61 1.68 1.65 1.71 1.61 1.17 1.21 1.24 1.11 1.27 1.36 1.26 1.22 1.40 10 1.48 1.51 1.57 1.54 1.68 1.58 1.65 1.56 1.16 1.15 1.24 1.20 1.28 1.25 1.23 1.20 1.39 11 1.60 1.58 1.61 1.82 1.83 1.80 1.73 1.68 1.20 1.15 1.25 1.28 1.31 1.37 1.26 1.24 1.48 12 1.65 1.65 1.72 1.68 1.81 1.71 1.90 1.72 1.15 1.19 1.33 1.24 1.27 1.26 1.28 1.22 1.50 13 1.64 1.66 1.72 1.67 1.83 1.77 1.60 1.68 1.21 1.27 1.23 1.25 1.43 1.16 1.15 1.23 1.46 14 1.71 1.73 1.63 1.80 1.64 1.97 1.78 1.74 1.21 1.23 1.26 1.19 1.34 1.35 1.31 1.25 1.50 15 1.75 1.75 1.57 1.70 1.76 1.70 1.65 1.70 1.27 1.26 1.37 1.21 1.35 1.25 1.22 1.27 1.50 16 1.69 1.69 1.76 1.75 1.67 1.84 1.70 1.72 1.26 1.24 1.32 1.28 1.23 1.46 1.18 1.28 1.53 17 1.69 1.74 1.84 1.82 1.82 1.88 1.69 1.77 1.31 1.30 1.36 1.20 1.32 1.20 1.31 1.30 1.61 18 1.81 1.85 1.70 1.81 1.77 1.91 1.97 1.83 1.16 1.31 1.36 1.26 1.44 1.32 1.42 1.29 1.65 19 1.63 1.77 1.76 1.91 1.72 1.84 1.90 1.78 1.34 1.34 1.41 1.31 1.43 1.61 1.49 1.37 1.54 20 1.73 1.89 1.82 1.89 2.02 1.98 1.94 1.88 1.25 1.30 1.31 1.31 1.65 1.64 1.47 1.34 1.52 21 1.57 1.67 1.73 1.77 1.88 2.03 1.99 1.75 1.42 1.50 1.42 1.41 1.68 1.65 1.46 1.49 1.60 22 1.61 1.72 1.83 1.89 2.02 1.88 2.12 1.82 1.55 1.60 1.57 1.49 1.77 1.71 1.69 1.61 1.71 23 1.88 1.89 1.92 2.17 2.10 2.26 2.14 2.02 1.58 1.62 1.59 1.64 1.85 1.71 1.68 1.66 1.80 Average 1.66 1.73 1.71 1.83 1.83 1.88 1.86 1.77 1.27 1.30 1.34 1.33 1.59 1.48 1.42 1.35 1.54 Note: When interpreting the above table, the data represents a measure based on assignment to records and should not be viewed as available resources. For example, you could have two officers assigned to two different calls, and the average would be one (Traffic Stop - One officer Assigned & Nuisance Call - One officer Assigned). As such, this data measures how often multiple units are allocated to a call. The higher the average, the more that time is associated with more units to calls. 244
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Chart 10: Community-Initiated Average Assigned Units, by Hour, by Year - with Averages Chart 11: Field-Initiated Average Assigned Units, by Hour, by Year - with Averages

0.00 0.50

1.00 1.50

2.00 2.50

3.00 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average

0.00 0.50

1.00 1.50

2.00 2.50
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
245
Sierra Madre Police Department
Organizational Assessment
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Table 29: Community-Initiated Hourly Average Assigned Units, for Autumn and Spring, by Year - with Averages Autumn Spring
Hour 2017 2018 2019 2020 2021 2022 2023 Average 2017 2018 2019 2020 2021 2022 2023 Average Average 1.73 1.79 1.64 1.90 1.88 1.88 1.88 1.79 1.58 1.77 1.77 1.81 1.77 1.96 1.83 1.77 00 1.96 1.85 1.71 1.96 2.09 2.20 2.04 1.93 1.54 1.89 2.00 1.46 1.88 2.18 2.27 1.85 01 1.75 2.14 1.78 2.05 2.43 2.36 2.90 2.18 1.55 1.75 2.36 2.38 1.88 2.23 2.09 1.97 02 2.21 2.30 1.69 1.67 1.86 2.54 2.00 2.04 1.64 2.06 2.43 1.76 1.50 2.00 2.00 1.89 03 1.80 2.27 1.88 2.14 2.67 2.00 2.00 2.07 1.56 1.88 2.43 1.60 2.00 2.00 2.15 1.96 04 1.25 2.20 1.75 2.67 2.14 2.27 1.70 1.93 1.29 1.75 2.00 2.10 1.50 2.00 2.00 1.81 05 1.53 2.00 1.77 2.00 2.33 1.91 1.89 1.89 1.73 2.44 1.67 2.43 2.40 1.83 1.80 2.00 06 1.67 1.83 1.85 1.50 1.75 2.71 1.33 1.81 1.60 1.43 2.00 2.30 1.00 1.43 1.75 1.66 07 1.56 1.88 1.21 2.00 1.57 1.50 3.00 1.74 1.58 1.65 1.63 1.64 1.50 1.53 1.78 1.61 08 1.53 1.74 1.48 1.88 1.58 1.63 1.48 1.59 1.46 1.71 1.71 1.56 1.47 2.56 1.72 1.74 09 1.60 1.53 1.34 2.14 1.88 1.81 1.66 1.65 1.46 1.69 1.70 1.56 1.55 1.94 2.00 1.68 10 1.47 1.63 1.26 1.67 1.84 1.46 1.52 1.54 1.43 1.68 1.80 1.56 1.47 1.77 1.61 1.62 11 1.46 1.60 1.45 2.20 1.95 1.81 1.51 1.65 1.69 1.51 1.64 1.63 1.79 1.77 1.84 1.67 12 1.75 1.63 1.58 2.16 1.82 1.47 2.00 1.74 1.36 1.70 1.45 1.65 1.70 2.12 1.68 1.64 13 1.67 1.48 1.44 1.60 1.79 1.71 1.82 1.63 1.50 1.93 2.02 1.71 1.65 1.80 1.63 1.76 14 1.70 1.64 1.62 1.82 1.74 2.12 1.78 1.72 1.72 1.83 1.63 1.54 1.57 1.87 1.72 1.70 15 1.91 1.80 1.54 1.67 1.82 1.47 1.81 1.75 1.75 2.02 1.55 1.62 1.65 1.71 1.60 1.72 16 1.70 1.78 1.73 1.92 1.68 1.62 1.75 1.72 1.74 1.68 1.45 1.47 1.43 1.98 1.67 1.67 17 1.83 2.00 1.78 1.70 1.82 1.60 1.71 1.79 1.76 1.69 1.78 1.89 2.11 2.34 1.72 1.86 18 1.86 2.06 1.71 1.65 1.69 1.72 1.90 1.82 1.63 1.64 1.81 1.90 1.78 2.15 1.85 1.78 19 1.65 1.83 1.77 1.69 1.71 2.00 1.78 1.76 1.64 1.77 1.97 2.16 1.70 1.91 1.91 1.86 20 1.93 1.78 1.77 1.92 2.08 1.97 1.91 1.90 1.57 2.08 1.94 2.08 2.07 1.83 2.12 1.91 21 1.70 1.69 1.64 1.72 1.90 2.03 1.90 1.77 1.49 1.71 1.76 1.83 2.08 1.64 1.95 1.70 22 1.79 1.82 1.95 1.98 2.06 2.20 2.22 1.97 1.52 1.60 1.65 2.08 2.05 1.76 2.12 1.76 23 2.10 1.96 1.90 2.36 2.10 2.00 2.41 2.10 1.77 1.87 1.92 2.22 2.16 2.43 2.07 2.04 246
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Table 30: Community-Initiated Hourly Average Assigned Units, for Summer and Winter, by Year - with Averages Summer Winter
Hour 2017 2018 2019 2020 2021 2022 2023 Average 2017 2018 2019 2020 2021 2022 2023 Average Average 1.68 1.67 1.70 1.85 1.77 1.83 1.84 1.75 1.63 1.70 1.76 1.78 1.87 1.85 1.90 1.76 00 1.81 1.86 1.89 2.29 2.35 1.75 2.17 1.95 1.53 2.04 1.65 2.00 2.39 2.29 2.00 1.94 01 1.89 1.76 1.67 2.60 2.00 2.33 2.10 1.98 1.65 1.57 1.83 1.94 2.20 2.00 2.00 1.85 02 1.76 1.75 1.92 2.14 1.88 2.00 2.27 1.96 1.70 1.83 1.83 1.80 1.80 2.00 2.09 1.88 03 2.00 1.92 1.88 2.54 2.00 2.08 2.25 2.13 1.79 1.75 1.71 2.18 2.40 2.43 2.40 2.00 04 1.77 1.61 1.50 2.38 1.83 2.57 1.86 1.89 1.76 2.00 2.00 1.88 1.75 2.13 2.56 2.00 05 1.89 1.71 1.56 2.00 2.00 2.44 2.00 1.91 1.33 1.57 1.56 1.83 2.00 2.00 1.92 1.71 06 1.64 1.43 1.29 1.67 2.50 1.86 2.00 1.69 1.85 1.36 2.00 1.71 2.20 2.20 2.38 1.86 07 1.65 1.33 1.50 1.61 1.73 1.75 1.68 1.60 1.46 1.50 1.76 1.41 2.00 1.86 1.25 1.63 08 1.67 1.78 1.56 1.86 1.48 1.33 2.00 1.67 1.45 1.57 1.84 1.29 1.74 1.52 1.85 1.62 09 1.40 1.46 1.38 1.57 1.70 1.32 1.57 1.48 1.65 1.93 1.41 1.55 1.43 1.69 1.68 1.65 10 1.50 1.36 1.56 1.52 1.62 1.57 1.74 1.54 1.54 1.41 1.58 1.48 1.72 1.46 1.71 1.56 11 1.64 1.61 1.63 1.88 1.81 1.98 1.68 1.75 1.66 1.60 1.67 1.73 1.69 1.52 1.96 1.67 12 1.73 1.57 2.15 1.64 1.77 1.53 2.08 1.75 1.69 1.69 1.88 1.38 1.96 1.67 1.92 1.74 13 1.69 1.64 1.53 1.63 1.92 2.09 1.48 1.71 1.67 1.60 1.72 1.71 1.92 1.36 1.43 1.64 14 1.72 1.85 1.72 1.85 1.57 2.16 1.91 1.83 1.73 1.60 1.55 2.07 1.67 1.67 1.68 1.69 15 1.65 1.57 1.42 1.89 1.86 1.66 1.62 1.65 1.68 1.62 1.74 1.67 1.70 1.88 1.58 1.69 16 1.74 1.71 1.97 1.74 1.50 1.74 1.76 1.74 1.57 1.60 1.87 1.97 1.94 1.93 1.60 1.75 17 1.52 1.60 2.00 1.90 1.52 1.72 1.60 1.68 1.67 1.75 1.81 1.77 1.89 1.74 1.77 1.75 18 1.83 1.78 1.55 1.98 1.80 1.67 1.70 1.78 1.95 1.97 1.80 1.47 1.79 2.03 2.32 1.96 19 1.71 1.73 1.60 1.84 1.91 1.72 1.94 1.77 1.43 1.73 1.73 1.88 1.65 1.80 1.98 1.74 20 1.73 1.68 1.59 1.78 1.77 1.91 1.85 1.75 1.74 2.03 2.09 1.86 2.19 2.19 1.91 1.98 21 1.57 1.54 1.74 1.65 1.67 2.16 1.89 1.67 1.56 1.86 1.81 2.06 2.09 2.21 2.25 1.90 22 1.61 1.76 1.80 1.74 1.97 1.74 2.00 1.76 1.54 1.66 1.85 1.91 2.00 1.95 2.13 1.81 23 1.88 2.00 1.85 2.18 2.00 2.43 2.15 2.05 1.67 1.61 2.04 1.89 2.13 2.00 1.88 1.85 247
Sierra Madre Police Department
Organizational Assessment
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Chart 12: Community-Initiated Hourly Average Assigned Units, by Season, by Year - with Averages

0.00 0.50

1.00 1.50

2.00 2.50
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Fall Spring Summer Winter Average
248
Sierra Madre Police Department
Organizational Assessment
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Workload by Hour. The Workload by Hour analysis provides insight into the police department’s staffing needs, particularly in regard to patrol operations. The total service time per hour should not exceed 60 minutes, as this would indicate that an event is likely to spill over into the next hour, potentially exacerbating resource constraints. This analysis includes all records with patrol unit identification, ensuring a comprehensive understanding of workload demands. By examining the workload by hour, we can identify peak demand periods and allocate resources accordingly. This information is essential for informing staffing decisions and ensuring that the department is adequately prepared to respond to calls for service. In calculating workload, we build the estimates based on the most complete records. As such, workload represents all records with each of the four record status elements (Created ----> Dispatched, Dispatched----> En route, En route ----> Arrived, Arrived ----> Closed). This analysis includes only those records with patrol unit identification.

As a means of providing data transparency, Table 32 details the categories grouping total event duration prior to and after this trimming process to remove outliers. Chart 12 shows how the transformation process influences the analysis.

Table 31: Total Event Duration Original and Transformed Records Category Total Event Duration (Original) Total Event Duration (Transformed) Difference Less than 1 minute 2,395 -2,395
1-5 minutes 12,871 12,871 0
6-10 minutes 8,550 8,550 0
11-15 minutes 5,683 5,683 0
16-20 minutes 3,486 3,486 0
21-25 minutes 2,229 2,229 0
26-30 minutes 1,599 1,599 0
31-40 minutes 2,084 2,084 0
41-50 minutes 1,238 1,238 0
51-60 minutes 773 773 0
More than 61 minutes 2,402 635 -1,767
Total 43,310 39,148 -4,162
249
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 13: Total Event Duration Original and Transformed by Hour

0.00 10.00

20.00 30.00

40.00 50.00

60.00 0123456789
1011121314151617181920212223
Average
Total Event Duration (Original) Total Event Duration (Transformed) 250
Sierra Madre Police Department
Organizational Assessment
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Chart 14: Average Occupied Time for Community-Initiated and Field-Initiated Records, 2017-2023 Note: The Total Service Time represents the Primary Officer Total Event Duration, which is then multiplied by the number of unique units assigned to the record. 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
0123456789
1011121314151617181920212223
Average
Total Event Duration(Tranformed) Total Service Time Rule of 60 251
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 15: Average Total Event Duration and Total Service Time, by Year - Agency 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 CAD Occupied
Time
Total
Service
Time
Total Event Duration(Transformed) Total Service Time (Total Event Duration * Unique Units Assigned) Average Agency Rule of 60
252
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 32: Community–Initiated CAD Unit Total Event Duration and Total Service Time, by Hour, by Year Community-Initiated Contact Average of Total Event Duration (Transformed) Total Service Time Average Hour 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers 0 0:19:11 0:20:31 0:18:10 0:17:41 0:15:33 0:19:45 0:19:54 0:31:55 0:39:21 0:31:48 0:34:02 0:33:24 0:40:42 0:46:35 0:18:51 0:36:11 1 0:17:14 0:22:38 0:19:31 0:14:41 0:17:40 0:24:11 0:18:52 0:30:33 0:40:28 0:36:03 0:28:56 0:41:00 0:59:46 0:40:36 0:19:03 0:38:30 2 0:17:38 0:16:25 0:19:04 0:13:52 0:20:05 0:15:49 0:15:49 0:32:27 0:32:10 0:36:43 0:27:24 0:45:18 0:30:14 0:37:22 0:16:42 0:33:36 3 0:14:51 0:18:01 0:19:46 0:14:19 0:15:45 0:16:27 0:17:19 0:26:16 0:32:24 0:35:28 0:32:59 0:34:28 0:39:30 0:39:49 0:16:42 0:34:01 4 0:14:40 0:17:11 0:22:43 0:15:39 0:11:47 0:15:27 0:16:27 0:25:10 0:33:31 0:46:33 0:38:15 0:23:40 0:29:22 0:31:06 0:16:15 0:32:27 5 0:14:09 0:11:49 0:12:19 0:13:49 0:09:54 0:13:57 0:16:43 0:24:41 0:22:23 0:23:31 0:31:18 0:22:03 0:33:16 0:31:14 0:13:17 0:26:27 6 0:20:31 0:19:51 0:21:53 0:25:39 0:25:01 0:23:20 0:18:30 0:34:00 0:32:30 0:39:56 0:46:33 1:10:35 0:46:59 0:35:52 0:21:37 0:40:37 7 0:20:08 0:20:45 0:19:53 0:24:19 0:22:30 0:22:34 0:20:29 0:34:15 0:35:17 0:31:55 0:39:23 0:34:58 0:37:26 0:34:57 0:21:09 0:35:04 8 0:17:58 0:19:14 0:19:57 0:19:01 0:20:10 0:23:52 0:21:09 0:27:57 0:31:59 0:30:59 0:28:00 0:32:55 0:37:02 0:33:33 0:20:01 0:31:35 9 0:20:35 0:20:29 0:21:53 0:21:12 0:18:26 0:21:34 0:17:35 0:32:49 0:31:17 0:30:29 0:33:07 0:31:42 0:35:31 0:29:31 0:20:18 0:31:58 10 0:18:45 0:20:55 0:20:25 0:19:09 0:18:16 0:21:06 0:20:51 0:29:50 0:33:51 0:33:19 0:37:31 0:32:01 0:31:58 0:35:34 0:19:55 0:33:12 11 0:20:00 0:19:28 0:20:54 0:21:30 0:19:52 0:22:00 0:19:45 0:31:27 0:31:03 0:31:10 0:35:25 0:36:31 0:40:23 0:33:54 0:20:23 0:33:46 12 0:17:09 0:19:41 0:19:55 0:19:34 0:17:58 0:21:08 0:20:59 0:30:05 0:34:00 0:33:05 0:36:43 0:33:55 0:32:58 0:40:10 0:19:10 0:33:45 13 0:19:45 0:20:04 0:22:38 0:24:09 0:19:16 0:21:23 0:21:38 0:33:33 0:32:20 0:38:47 0:39:49 0:33:29 0:41:17 0:38:05 0:21:00 0:36:01 14 0:19:42 0:23:00 0:20:59 0:21:43 0:20:33 0:22:30 0:20:45 0:33:33 0:42:02 0:32:01 0:36:58 0:34:25 0:43:47 0:36:52 0:21:13 0:36:49 15 0:20:00 0:21:21 0:23:25 0:21:19 0:19:59 0:20:54 0:20:49 0:33:48 0:38:25 0:37:23 0:37:40 0:35:29 0:37:06 0:32:58 0:21:08 0:36:05 16 0:22:06 0:21:18 0:20:05 0:21:10 0:16:48 0:23:02 0:22:22 0:38:21 0:37:01 0:35:47 0:38:34 0:27:15 0:41:06 0:38:37 0:21:12 0:37:02 17 0:19:25 0:18:10 0:17:16 0:18:05 0:16:33 0:22:23 0:19:41 0:31:14 0:34:26 0:30:31 0:34:42 0:33:25 0:39:35 0:36:03 0:18:50 0:33:51 18 0:24:17 0:22:32 0:24:13 0:21:55 0:23:43 0:26:48 0:25:45 0:39:54 0:37:16 0:42:36 0:39:06 0:43:18 0:52:15 0:50:22 0:24:03 0:42:52 19 0:21:12 0:20:02 0:19:39 0:19:41 0:20:32 0:19:54 0:20:43 0:36:08 0:39:03 0:36:17 0:37:09 0:39:16 0:39:06 0:38:36 0:20:17 0:37:49 20 0:19:51 0:23:15 0:21:15 0:21:43 0:17:29 0:20:26 0:22:47 0:31:58 0:41:00 0:36:37 0:35:52 0:34:06 0:41:26 0:47:40 0:21:07 0:37:41 21 0:21:44 0:27:39 0:19:36 0:23:41 0:19:07 0:19:24 0:18:48 0:32:12 0:44:25 0:34:28 0:41:43 0:38:37 0:40:14 0:38:01 0:22:15 0:38:13 22 0:20:30 0:23:14 0:21:40 0:19:34 0:14:00 0:18:27 0:18:09 0:32:23 0:38:58 0:41:37 0:34:42 0:30:07 0:35:22 0:40:33 0:20:00 0:36:01 23 0:20:26 0:24:08 0:20:38 0:15:38 0:16:55 0:19:00 0:16:08 0:36:52 0:45:40 0:37:11 0:33:37 0:37:26 0:44:00 0:35:08 0:19:30 0:38:50 Average 0:19:55 0:21:19 0:20:40 0:20:14 0:18:44 0:21:13 0:20:23 0:32:51 0:36:53 0:35:01 0:36:20 0:35:09 0:39:39 0:38:12 0:20:24 0:35:58 253
Sierra Madre Police Department
Organizational Assessment
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Chart 16: Community–Initiated Primary Unit Total Event Duration, by Hour, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
254
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 17: Community–Initiated Total Service Time, by Hour, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
255
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 33: Field–Initiated CAD Unit Total Event Duration and Total Service Time, by Hour, by Year Field-Initiated Average of Total Event Duration (Transformed) Total Service Time Average Hour 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers 0 0:08:07 0:08:55 0:10:22 0:10:31 0:10:10 0:08:49 0:10:32 0:13:10 0:17:42 0:20:45 0:18:44 0:22:03 0:16:16 0:20:40 0:09:32 0:18:28 1 0:09:51 0:11:44 0:15:56 0:12:12 0:10:46 0:08:19 0:10:41 0:17:51 0:23:49 0:33:07 0:24:29 0:23:00 0:14:06 0:20:37 0:11:13 0:22:15 2 0:08:38 0:07:56 0:15:02 0:10:57 0:13:07 0:12:54 0:19:29 0:14:36 0:11:58 0:22:03 0:22:07 0:26:39 0:19:49 0:35:36 0:11:40 0:20:04 3 0:08:25 0:06:18 0:12:28 0:10:06 0:15:17 0:10:42 0:12:45 0:12:18 0:08:22 0:17:30 0:20:29 0:29:48 0:22:43 0:25:08 0:09:08 0:15:23 4 0:05:05 0:05:42 0:09:06 0:06:30 0:06:04 0:14:48 0:15:28 0:05:34 0:07:31 0:13:53 0:08:01 0:11:38 0:22:20 0:28:02 0:06:51 0:09:19 5 0:03:39 0:02:52 0:04:30 0:04:35 0:05:03 0:04:43 0:12:38 0:03:43 0:03:02 0:05:05 0:07:35 0:06:32 0:07:01 0:19:05 0:03:39 0:04:10 6 0:08:42 0:12:50 0:17:05 0:14:08 0:17:40 0:10:01 0:18:18 0:10:24 0:15:48 0:19:34 0:14:08 0:26:23 0:14:15 0:19:23 0:12:17 0:15:05 7 0:13:56 0:14:26 0:14:19 0:12:45 0:08:41 0:09:11 0:11:38 0:14:53 0:16:05 0:15:51 0:17:28 0:12:07 0:12:29 0:13:14 0:12:57 0:15:01 8 0:10:32 0:11:08 0:11:49 0:12:43 0:08:46 0:12:58 0:08:41 0:13:07 0:14:56 0:14:54 0:15:38 0:11:44 0:18:26 0:11:38 0:10:45 0:14:07 9 0:11:06 0:13:22 0:12:06 0:11:39 0:11:09 0:10:02 0:11:31 0:14:03 0:17:47 0:14:30 0:13:27 0:15:23 0:13:21 0:16:55 0:11:45 0:15:21 10 0:09:55 0:11:56 0:11:32 0:12:04 0:10:58 0:11:52 0:11:27 0:13:49 0:14:00 0:17:59 0:19:30 0:13:21 0:16:58 0:15:45 0:11:17 0:15:27 11 0:09:34 0:09:46 0:10:01 0:11:42 0:11:36 0:13:46 0:12:55 0:12:40 0:12:37 0:17:13 0:17:46 0:18:07 0:21:18 0:19:07 0:10:50 0:15:40 12 0:09:24 0:09:58 0:10:00 0:12:37 0:08:52 0:14:36 0:15:13 0:12:18 0:13:25 0:12:01 0:17:56 0:14:52 0:22:12 0:18:00 0:10:35 0:14:18 13 0:08:57 0:10:16 0:10:23 0:10:09 0:07:47 0:08:15 0:11:02 0:12:19 0:14:39 0:16:16 0:14:44 0:12:27 0:10:47 0:14:46 0:09:31 0:13:27 14 0:08:36 0:11:12 0:11:54 0:12:13 0:09:54 0:10:31 0:12:20 0:12:17 0:15:56 0:18:48 0:16:13 0:16:18 0:14:28 0:15:45 0:10:32 0:15:04 15 0:08:47 0:10:14 0:09:58 0:12:36 0:10:45 0:12:14 0:11:32 0:11:47 0:14:55 0:14:05 0:18:40 0:15:12 0:19:29 0:15:17 0:10:25 0:14:58 16 0:09:42 0:10:57 0:11:27 0:07:32 0:10:34 0:12:30 0:12:16 0:13:10 0:16:49 0:16:33 0:10:56 0:16:09 0:18:46 0:15:00 0:10:36 0:15:19 17 0:07:43 0:10:49 0:07:47 0:09:27 0:10:14 0:08:40 0:10:42 0:11:40 0:14:53 0:11:29 0:12:10 0:13:28 0:11:01 0:13:20 0:09:11 0:12:47 18 0:07:57 0:06:27 0:10:22 0:11:59 0:10:50 0:17:49 0:11:22 0:10:33 0:09:07 0:19:26 0:15:24 0:16:11 0:31:38 0:15:34 0:10:07 0:14:42 19 0:07:21 0:08:14 0:09:28 0:10:03 0:07:29 0:11:12 0:10:09 0:11:18 0:13:49 0:14:49 0:13:40 0:12:13 0:20:19 0:16:24 0:08:45 0:13:41 20 0:06:15 0:06:02 0:09:12 0:09:21 0:08:01 0:10:57 0:09:37 0:09:17 0:09:45 0:14:46 0:14:44 0:14:29 0:18:48 0:16:13 0:07:34 0:12:07 21 0:07:42 0:07:36 0:10:21 0:07:50 0:09:21 0:08:23 0:08:09 0:12:16 0:13:30 0:17:58 0:12:33 0:19:05 0:15:52 0:13:22 0:08:17 0:14:29 22 0:09:09 0:09:16 0:10:38 0:06:42 0:08:00 0:09:19 0:08:39 0:17:11 0:18:36 0:21:37 0:12:17 0:17:08 0:15:21 0:16:08 0:08:46 0:16:57 23 0:09:46 0:08:05 0:12:11 0:07:46 0:09:45 0:08:46 0:09:11 0:16:14 0:14:23 0:22:12 0:14:11 0:20:54 0:18:39 0:17:49 0:09:10 0:17:13 Average 0:13:26 0:13:37 0:16:06 0:14:26 0:13:46 0:16:08 0:16:16 0:21:06 0:22:18 0:26:34 0:24:27 0:25:15 0:28:49 0:28:55 0:14:30 0:24:24 256
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 18: Field–Initiated CAD Unit Total Event Duration, by Hour, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
257
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 19: Field–Initiated Total Service Time, by Hour, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023 Average
258
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 34: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year Community-Initiated CAD Primary Unit Total Event Duration Total Service Time Average Day of Week 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers Sunday 0:17:55 0:21:04 0:19:38 0:19:49 0:19:11 0:21:45 0:21:24 0:28:49 0:37:44 0:34:31 0:37:25 0:37:51 0:38:15 0:40:39 0:19:56 0:35:38 Monday 0:20:09 0:19:41 0:19:27 0:19:12 0:17:57 0:22:23 0:20:08 0:32:04 0:34:07 0:34:30 0:34:58 0:34:20 0:41:40 0:38:49 0:19:52 0:35:00 Tuesday 0:20:53 0:23:02 0:20:57 0:20:35 0:17:16 0:20:35 0:19:50 0:36:20 0:42:41 0:34:23 0:40:28 0:35:21 0:38:10 0:37:04 0:20:47 0:37:56 Wednesday 0:20:18 0:20:51 0:20:27 0:22:01 0:19:49 0:20:08 0:20:39 0:34:32 0:33:37 0:34:59 0:38:30 0:34:48 0:38:06 0:39:16 0:20:37 0:35:57 Thursday 0:20:49 0:22:35 0:21:50 0:21:09 0:19:51 0:21:36 0:20:48 0:34:29 0:37:40 0:35:59 0:35:12 0:34:48 0:41:25 0:39:25 0:21:20 0:36:43 Friday 0:20:01 0:21:39 0:21:16 0:19:50 0:17:53 0:21:44 0:20:41 0:32:49 0:37:29 0:35:48 0:35:45 0:32:41 0:41:17 0:39:02 0:20:30 0:36:09 Saturday 0:19:15 0:20:16 0:20:11 0:19:10 0:18:54 0:20:31 0:19:21 0:30:49 0:35:29 0:34:12 0:34:37 0:36:51 0:38:18 0:34:05 0:19:40 0:34:36 Average 0:19:55 0:21:19 0:20:40 0:20:14 0:18:44 0:21:13 0:20:23 0:32:51 0:36:53 0:35:01 0:36:20 0:35:09 0:39:39 0:38:12 0:20:24 0:35:58 Chart 20: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit
All Officers
CAD Primary Unit Occupied Time Total Service Time Average Sunday Monday Tuesday Wednesday Thursday Friday Saturday 259
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 35: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year Field-Initiated CAD Primary Unit Total Event Duration Total Service Time Average Day of Week 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers Sunday 0:07:51 0:07:48 0:11:16 0:08:23 0:08:39 0:10:03 0:11:15 0:10:34 0:12:29 0:19:45 0:13:03 0:16:35 0:16:44 0:18:20 0:08:42 0:13:53 Monday 0:08:07 0:09:21 0:10:46 0:10:20 0:08:57 0:12:01 0:10:08 0:11:05 0:13:57 0:18:14 0:17:33 0:15:47 0:19:45 0:16:12 0:09:33 0:14:57 Tuesday 0:08:48 0:08:40 0:10:45 0:10:20 0:09:14 0:09:08 0:11:30 0:11:51 0:13:32 0:15:21 0:14:36 0:16:42 0:15:13 0:19:18 0:09:32 0:14:29 Wednesday 0:08:51 0:09:23 0:10:42 0:10:02 0:09:29 0:11:04 0:11:11 0:12:38 0:13:52 0:15:44 0:16:24 0:16:45 0:18:26 0:17:01 0:09:50 0:15:05 Thursday 0:08:31 0:08:58 0:11:02 0:09:49 0:10:35 0:11:03 0:09:53 0:13:04 0:12:58 0:17:12 0:14:55 0:18:28 0:17:41 0:14:47 0:09:38 0:14:51 Friday 0:08:15 0:09:03 0:10:44 0:09:35 0:09:59 0:10:22 0:11:27 0:12:09 0:13:44 0:16:28 0:14:34 0:17:42 0:16:26 0:17:10 0:09:33 0:14:47 Saturday 0:08:21 0:09:53 0:11:11 0:10:42 0:10:16 0:11:16 0:12:48 0:12:06 0:14:44 0:16:52 0:15:24 0:17:28 0:17:06 0:19:23 0:10:06 0:15:14 Average 0:08:23 0:09:03 0:10:55 0:09:54 0:09:43 0:10:47 0:11:09 0:11:57 0:13:38 0:17:00 0:15:12 0:17:13 0:17:21 0:17:25 0:09:35 0:14:47 Chart 21: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Day of Week, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit
All Officers
CAD Primary Unit Occupied Time Total Service Time Average Sunday Monday Tuesday Wednesday Thursday Friday Saturday 260
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 36: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages Community-Initiated CAD Primary Unit Total Event Duration Total Service Time Average Day of Week 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers Average 0:19:55 0:21:19 0:20:40 0:20:14 0:18:44 0:21:13 0:20:23 0:32:51 0:36:53 0:35:01 0:36:20 0:35:09 0:39:39 0:38:12 0:20:24 0:35:58 Autumn 0:20:06 0:20:28 0:20:09 0:17:56 0:18:35 0:19:46 0:19:41 0:33:49 0:36:11 0:34:30 0:34:00 0:35:36 0:37:46 0:37:29 0:19:41 0:35:24 Spring 0:19:46 0:22:34 0:21:41 0:20:24 0:18:56 0:21:01 0:20:36 0:31:30 0:37:56 0:37:53 0:38:03 0:33:51 0:39:20 0:37:34 0:20:50 0:36:18 Summer 0:20:40 0:22:13 0:20:49 0:21:44 0:18:52 0:21:42 0:19:57 0:34:58 0:38:28 0:34:48 0:38:13 0:37:13 0:40:20 0:37:46 0:20:56 0:37:09 Winter 0:18:55 0:19:56 0:20:09 0:20:14 0:18:39 0:22:01 0:21:29 0:30:34 0:34:55 0:33:04 0:33:58 0:33:12 0:40:46 0:40:10 0:20:05 0:34:48 Chart 22: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit
All Officers
CAD Primary Unit Occupied Time Total Service Time Average Autumn Spring Summer Winter
261
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 37: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages Field-Initiated CAD Primary Unit Total Event Duration Total Service Time Average Season 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers Average 0:08:23 0:09:03 0:10:55 0:09:54 0:09:43 0:10:47 0:11:09 0:11:57 0:13:38 0:17:00 0:15:12 0:17:13 0:17:21 0:17:25 0:09:35 0:14:47 Autumn 0:08:32 0:09:15 0:11:38 0:10:09 0:09:26 0:12:07 0:10:49 0:12:14 0:15:02 0:17:13 0:15:46 0:18:32 0:22:16 0:17:31 0:09:48 0:15:42 Spring 0:08:28 0:09:50 0:11:04 0:10:40 0:10:46 0:11:31 0:12:22 0:11:37 0:14:50 0:17:52 0:16:57 0:16:41 0:17:28 0:19:12 0:10:11 0:15:22 Summer 0:08:00 0:08:24 0:10:12 0:10:05 0:09:38 0:10:15 0:10:46 0:11:41 0:11:57 0:15:57 0:14:51 0:18:13 0:15:38 0:17:06 0:09:07 0:13:56 Winter 0:08:49 0:08:43 0:10:37 0:08:57 0:09:19 0:09:28 0:10:52 0:12:30 0:12:55 0:17:01 0:13:46 0:15:17 0:15:28 0:16:07 0:09:20 0:14:17 Chart 23: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Season, by Year – with Averages 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit
All Officers
CAD Primary Unit Occupied Time Total Service Time Average Autumn Spring Summer Winter
262
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 38: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority Community-Initiated Total Event Time (Transformed) Total Service Time Average Priority 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers Average 0:19:55 0:21:19 0:20:40 0:20:14 0:18:44 0:21:13 0:20:23 0:32:51 0:36:53 0:35:01 0:36:20 0:35:09 0:39:39 0:38:12 0:20:24 0:35:58 1 0:16:03 0:19:11 0:17:30 0:17:55 0:14:44 0:20:46 0:19:24 0:29:18 0:41:22 0:35:06 0:39:57 0:31:35 0:45:27 0:41:10 0:17:43 0:36:26 2 0:18:48 0:19:14 0:19:54 0:18:51 0:18:48 0:20:39 0:19:06 0:36:25 0:39:35 0:40:07 0:38:36 0:37:31 0:42:36 0:39:24 0:19:17 0:38:59 3 0:22:18 0:23:58 0:22:06 0:22:05 0:19:09 0:21:34 0:22:06 0:30:12 0:34:24 0:30:51 0:33:43 0:33:38 0:34:39 0:35:17 0:22:11 0:32:59 4 0:22:23 0:20:28 0:22:29 0:21:20 0:20:06 0:24:50 0:24:03 0:30:42 0:28:54 0:29:45 0:32:58 0:31:55 0:37:43 0:39:52 0:21:59 0:32:11 Chart 24: Community-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit
All Officers
Total Event Time (Transformed) Total Service Time Average 1 2 3 4
263
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 39: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority Field-Initiated Total Event Time (Transformed) Total Service Time Average Priority 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit All Officers Average 0:08:23 0:09:03 0:10:55 0:09:54 0:09:43 0:10:47 0:11:09 0:11:57 0:13:38 0:17:00 0:15:12 0:17:13 0:17:21 0:17:25 0:09:35 0:14:47 1 0:13:30 0:20:13 0:16:50 0:07:45 0:33:09 0:15:38 0:28:06 0:25:15 0:41:17 0:31:37 0:13:23 0:57:18 0:32:26 1:16:06 0:17:46 0:36:01 2 0:10:02 0:10:04 0:13:54 0:11:12 0:11:04 0:10:08 0:08:50 0:16:52 0:19:04 0:27:56 0:22:20 0:25:04 0:20:07 0:15:30 0:10:45 0:20:42 3 0:07:32 0:07:53 0:09:24 0:08:19 0:08:22 0:08:42 0:11:00 0:11:30 0:12:54 0:15:31 0:14:00 0:16:22 0:15:39 0:18:22 0:08:21 0:13:57 4 0:10:44 0:12:32 0:14:01 0:12:48 0:15:35 0:15:04 0:11:57 0:12:30 0:14:57 0:17:26 0:16:30 0:19:02 0:19:40 0:15:37 0:12:44 0:15:45 Chart 25: Field-Initiated Primary Unit Total Event Duration and Total Service Time, by Hour, by Year, by Priority 0:00:00
0:14:24
0:28:48
0:43:12
0:57:36
1:12:00
1:26:24
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Primary Unit
All Officers
Total Event Time (Transformed) Total Response Time Average 1 2 3 4
264
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 40: Unit Total Event Duration, by Record Source, by Category, by Year – with Averages – Part I Community-Initiated Field-Initiated Average
Call Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community Field Admin 0:19:04 0:18:02 0:16:40 0:18:22 0:16:34 0:19:26 0:23:27 0:05:45 0:02:45 0:17:02 0:12:58 0:13:36 0:08:34 0:06:27 0:18:32 0:10:34 Agency Assist 0:20:59 0:23:22 0:22:44 0:24:08 0:21:25 0:24:43 0:24:05 0:17:35 0:11:56 0:19:03 0:21:38 0:13:16 0:25:22 0:19:09 0:23:01 0:17:59 Alarm 0:15:24 0:13:43 0:14:52 0:13:54 0:13:30 0:13:28 0:13:19 0:05:18 0:09:44 0:12:53 0:21:00 0:14:11 0:13:39 Animal 0:18:32 0:17:55 0:16:47 0:16:34 0:18:22 0:19:03 0:19:30 0:13:31 0:07:11 0:12:56 0:07:29 0:23:28 0:10:42 0:11:13 0:18:11 0:09:34 Bike Enforcement 0:20:34 0:08:17 0:09:13 0:10:04 0:08:27 0:08:52 0:29:29 0:15:39 0:11:35 Check-Area 0:15:28 0:14:13 0:15:15 0:14:51 0:14:30 0:14:17 0:16:47 0:10:12 0:14:15 0:12:27 0:12:01 0:04:53 0:08:23 0:07:28 0:14:48 0:11:57 Crime-Person 0:33:05 0:35:55 0:32:45 0:29:43 0:26:02 0:27:26 0:32:28 0:23:41 0:51:23 0:31:41 0:37:32 Crime-Property 0:30:07 0:30:38 0:29:30 0:24:03 0:26:47 0:29:17 0:26:33 0:09:28 0:02:13 0:11:03 0:15:55 0:03:57 0:14:08 0:19:21 0:28:12 0:12:15 Crime-Public 0:21:01 0:27:23 0:23:23 0:27:56 0:20:08 0:31:56 0:26:29 0:26:35 Crime-Substance 0:27:34 0:39:33 0:30:25 0:14:56 0:09:10 0:22:41 0:38:48 0:44:01 0:28:53 0:16:34 0:26:10 0:29:36 Deceased Person 0:43:55 0:48:51 0:43:07 0:45:28
Disturbance 0:17:47 0:20:26 0:19:09 0:17:26 0:17:12 0:19:38 0:17:44 0:13:19 0:16:16 0:02:08 0:04:20 0:23:02 0:07:11 0:18:25 0:11:48 Emergency 0:13:10 0:12:09 0:16:44 0:11:02 0:10:15 0:18:04 0:14:12 0:13:27 Extra Patrol 0:20:26 0:14:18 0:14:06 0:15:44 0:13:59 0:29:39 0:11:54 0:06:56 0:07:33 0:08:52 0:08:18 0:10:49 0:09:44 0:06:19 0:16:49 0:07:54 Fire 0:24:09 0:30:34 0:21:27 0:24:28 0:10:37 0:13:41 0:24:14 0:18:48 0:24:42 0:03:06 0:22:01 0:15:32 Foot Patrol 0:03:36 0:06:44 0:14:28 0:10:47 0:15:15 0:15:44 0:21:40 0:19:27 0:17:37 0:05:42 0:15:38 Harassment 0:37:40 0:39:31 0:48:13 0:11:28 0:55:51 0:29:42 0:41:53 0:37:31 Investigation 0:20:40 0:19:48 0:19:51 0:23:40 0:22:08 0:19:55 0:21:26 0:15:36 0:15:20 0:16:25 0:17:49 0:16:56 0:18:45 0:19:29 0:21:04 0:17:04 Medical 0:15:51 0:19:52 0:23:50 0:19:04 0:26:24 0:21:31 0:22:44 0:27:00 0:16:33 0:21:37 0:20:02 Medical/Agency Assist 0:13:57 0:15:57 0:13:19 0:15:51 0:18:37 0:20:27 0:19:44 0:43:36 0:11:10 0:18:13 0:07:53 0:10:47 0:15:21 0:20:27 Mental Health 0:25:11 0:14:45 0:39:38 0:24:00 0:36:42 0:11:37 0:24:32 1:07:50 0:08:12 0:27:40 0:38:01 Miscellaneous 0:25:41 0:29:11 0:25:04 0:27:01 0:19:39 0:21:26 0:21:24 0:04:11 0:04:06 0:05:50 0:07:12 0:09:56 0:12:11 0:11:22 0:25:49 0:05:00 265
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 41: Unit Total Event Duration, by Record Source, by Category, by Year – with Averages – Part II Community-Initiated Field-Initiated Average
Call Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community Field Missing Person 0:45:13 0:42:19 0:41:36 0:38:45 0:32:31 0:33:50 0:34:25 0:39:06 0:39:04 0:39:06 Operation (SMSR) 0:48:12 0:27:37 0:34:47 0:30:41 0:09:06 0:28:27 0:31:23 Parking/Traffic Related 0:17:21 0:20:18 0:22:37 0:22:49 0:17:41 0:24:35 0:25:10 0:06:12 0:06:13 0:16:03 0:08:52 0:21:03 0:10:34 0:24:37 0:21:19 0:08:33 Pedestrian Contact 0:05:46 0:28:24 0:19:54 0:20:51 0:11:52 0:12:52 0:12:24 0:17:17 0:13:10 0:12:08 0:19:33 0:13:22 0:15:41 0:17:26 0:14:28 Pedestrian Contact/Invest. 0:30:00 0:25:58 0:37:32 0:09:37 0:09:44 0:07:25 0:08:50 0:10:47 0:14:50 0:13:09 0:29:52 0:09:40 Property 0:24:50 0:23:53 0:26:25 0:20:48 0:23:49 0:30:56 0:29:45 0:15:48 0:13:58 0:40:07 0:07:00 0:12:42 0:02:54 0:25:34 0:16:07 Pursuit-Foot 0:03:10 0:03:10
Pursuit-Vehicle
School Patrol 0:22:51 0:21:37 0:30:00 0:07:13 0:24:34 0:15:40 0:15:57 0:14:06 0:14:57 0:05:42 0:13:41 0:07:58 0:22:05 0:13:29 Special Assignment 0:46:42 0:33:17 0:43:37 0:41:17 0:47:08 0:27:20 0:21:26 0:21:56 0:22:04 0:22:33 0:28:02 0:31:41 0:32:38 0:23:54 0:38:07 0:25:28 Suicide/Suicidal Person 0:03:59 0:40:39 0:29:17 0:46:33 0:31:23 Suspicious 0:15:48 0:15:57 0:17:58 0:15:03 0:15:53 0:18:10 0:17:39 0:09:29 0:09:30 0:14:05 0:09:16 0:12:20 0:09:16 0:06:44 0:16:33 0:10:06 Suspicious Activity 0:16:38 0:15:59 0:10:23 0:07:35 0:47:24 0:16:18 Traffic 0:14:03 0:13:38 0:17:19 0:16:33 0:13:14 0:14:21 0:17:53 0:08:21 0:06:21 0:05:10 0:01:32 0:02:32 0:10:44 0:06:07 0:15:04 0:07:05 Traffic Accident 0:35:50 0:31:51 0:27:52 0:35:42 0:27:54 0:34:52 0:28:49 0:20:20 0:21:20 0:06:16 0:05:05 0:31:40 0:38:24 0:25:12 0:32:01 0:23:38 Traffic Enforcement 0:23:16 0:20:02 0:48:27 0:14:46 0:17:33 0:39:38 0:18:37 0:08:49 0:09:42 0:09:51 0:09:13 0:08:02 0:07:59 0:09:54 0:20:56 0:09:07 Transient 0:21:12 0:04:41 0:21:12 0:04:41
Unknown Trouble 0:17:26 0:20:51 0:23:19 0:22:14 0:15:08 0:12:27 0:19:36 0:07:44 0:18:38 0:07:44 Warrant 1:10:43 0:55:20 1:11:16 0:36:15 0:09:19 0:14:46 1:05:46 0:24:09 Welfare Check 0:18:51 0:25:21 0:25:24 0:20:57 0:20:46 0:24:42 0:22:01 0:08:36 0:22:46 0:18:27 0:22:18 0:16:17 0:11:28 0:23:24 0:22:31 0:18:09 Total 0:19:55 0:21:19 0:20:40 0:20:14 0:18:44 0:21:13 0:20:23 0:08:23 0:09:03 0:10:55 0:09:54 0:09:43 0:10:47 0:11:09 0:20:24 0:09:35 266
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 26: Community-Initiated Unit Total Event Duration, by Year – with Averages – Part I 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
Admin
Agency Assist
Alarm
Animal
Bike Enforcement
Check-Area
Crime-Person
Crime-Property
Crime-Public
Crime-Substance
Deceased Person
Disturbance
Emergency
Extra Patrol
Fire
Foot Patrol
Harassment
Investigation
Medical
Medical/Agency Assist
Mental Health
Miscellaneous
2017 2018 2019 2020 2021 2022 2023
267
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 27: Community-Initiated Unit Total Event Duration, by Year – with Averages – Part II 0:00:00
0:14:24
0:28:48
0:43:12
0:57:36
1:12:00
1:26:24
Missing Person
Operation (SMS&R)
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

Property
Pursuit-Foot
Pursuit-Vehicle
School Patrol
Special Assignment
Suicide/Sucidial Person
Suspicious
Suspicious Activity
Traffic
Traffic Accident
Traffic Enforcement
Transient
Unknown Trouble
Warrant
Welfare Check
Average
2017 2018 2019 2020 2021 2022 2023
268
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 28: Field-Initiated Unit Total Event Duration, by Year – with Averages Part I 0:00:00
0:07:12
0:14:24
0:21:36
0:28:48
0:36:00
0:43:12
0:50:24
0:57:36
1:04:48
1:12:00
Admin
Agency Assist
Alarm
Animal
Bike Enforcement
Check-Area
Crime-Person
Crime-Property
Crime-Public
Crime-Substance
Deceased Person
Disturbance
Emergency
Extra Patrol
Fire
Foot Patrol
Harassment
Investigation
Medical
Medical/Agency Assist
Mental Health
Miscellaneous
2017 2018 2019 2020 2021 2022 2023
269
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 29: Field-Initiated Unit Total Event Duration, by Year – with Averages Part II 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
Missing Person
Operation (SMS&R)
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

PRIMARY UNIT RESPONSE TIMES AND ON SCENE TIME
Response Times reflect the agency’s time (from receipt of a call for service to arrival. To respond to the community’s request for assistance, we focus the Response Time portion of the data analysis on community-initiated calls for service and units identified as patrol. These segments reflect the time between a call being dispatched to a unit and the status of en route and the duration of time between the record status of en route and when arriving at the location. In concert, these represent dispatch time and response time – measures for how promptly the department responds to a request for service. As the prior section details Total Service Time, as measured from all record stages, and as such how much time an officer is allocated to a record, our last measurement for this section includes on scene time. This operational measurement captures variation in the duration of time between arrival and when the officer is cleared from the event. This measurement is particularly important when examining how changes in policy or practice influence the time an officer is engaged with the community based on the call type. • Dispatch Time = Dispatched ----> En Route
• Response Time = En Route----> On Scene
• On-Scene Time = Arrived ----> Event Cleared
As prior discussed, there are data inconsistencies associated with missing unit information and time measures. As such, dispatch time reflects the CAD record, and the remaining record statuses reflect the 1st unit assigned to the record and when the CAD record indicated the event as closed.

Table 42: Response Time Record Status and Average Minute, by Day of Week, by Year Dispatch Time Response Time On-Scene Time
Day of Week 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Sunday 00:45 00:50 00:57 00:50 00:48 00:59 01:01 03:12 02:49 02:41 03:27 03:24 03:24 03:33 10:34 11:34 10:35 09:16 10:41 11:58 12:49 Monday 00:48 00:49 00:46 00:52 00:59 00:57 00:57 03:00 02:50 03:01 03:20 03:16 03:05 03:20 11:34 11:54 10:30 09:34 10:31 12:55 11:52 Tuesday 00:50 00:48 00:56 00:49 00:53 01:05 00:55 02:58 02:50 02:49 03:32 02:46 03:12 03:25 11:49 13:14 12:32 11:01 10:43 12:38 11:38 Wednesday 00:50 00:42 00:54 00:53 00:40 00:59 00:48 02:53 02:56 03:10 03:24 03:20 03:15 03:26 11:46 11:31 12:32 12:04 10:48 11:30 12:30 Thursday 00:55 00:48 00:48 00:50 00:41 01:08 00:53 02:58 03:11 03:28 03:14 03:24 03:12 03:20 12:42 12:36 12:58 11:23 11:15 13:12 12:34 Friday 00:56 00:48 00:45 00:42 00:40 00:56 00:50 02:50 03:06 03:21 03:24 03:10 03:13 03:18 11:52 12:15 12:36 10:54 10:26 12:42 11:35 Saturday 01:00 00:45 00:44 00:44 00:39 00:55 00:43 03:01 03:11 03:17 03:07 03:25 03:22 03:08 11:05 11:16 11:29 10:15 10:26 11:55 10:58 Total 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 271
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 30: Response Time Record Status and Average Minute, by Day of Week, by Year 01:12
08:24
15:36
22:48
30:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time Occupied Time
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Average 272
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 43: Response Time Record Status and Average Minute, by Month, by Year Dispatch Time Response Time On-Scene Time
Month 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 January 00:55 00:52 00:48 00:53 00:44 00:53 00:59 02:56 02:54 02:51 02:47 03:21 03:11 03:03 11:28 11:24 11:11 12:11 09:53 11:32 11:35 February 01:01 00:54 00:44 00:55 00:38 00:56 00:57 02:43 02:53 02:52 03:13 02:56 03:49 03:07 11:44 11:22 12:01 10:20 09:36 11:52 11:48 March 00:46 00:48 00:40 00:52 00:28 00:56 00:40 02:55 03:03 03:22 03:19 03:04 03:23 03:23 11:22 12:58 13:33 11:45 09:19 11:17 11:04 April 00:48 00:50 00:43 00:44 00:46 00:54 00:55 02:58 03:03 03:04 03:10 03:09 03:16 03:53 10:59 12:55 12:06 10:43 11:29 14:01 13:14 May 00:44 00:42 00:47 00:53 00:38 00:56 00:59 02:51 03:03 03:14 03:24 02:55 03:06 03:18 12:09 11:39 12:24 09:55 13:48 12:36 11:01 June 00:59 00:48 00:54 00:57 00:44 01:11 00:42 02:46 03:10 03:39 03:06 03:16 03:28 03:43 12:00 11:40 11:45 11:17 10:29 13:04 12:29 July 00:52 00:45 00:52 00:48 00:44 01:00 00:46 03:03 03:26 02:59 03:28 03:13 03:01 03:16 10:50 11:45 12:00 10:49 10:36 12:46 11:09 August 01:02 00:49 00:49 00:44 00:43 01:10 00:48 02:50 03:01 03:17 03:21 03:23 03:12 03:55 11:39 12:12 12:27 10:15 11:41 12:28 12:06 September 00:58 00:38 00:50 00:40 00:52 00:51 00:51 03:13 02:53 03:02 03:59 03:16 03:17 03:06 11:31 12:56 11:52 09:45 09:34 10:55 11:46 October 00:51 00:47 00:55 00:44 00:44 01:02 01:08 03:05 02:45 03:51 03:21 03:52 03:11 03:05 12:24 11:39 11:19 09:32 09:50 12:01 12:13 November 00:48 00:44 00:46 00:44 00:45 01:00 00:51 03:08 02:39 02:47 03:37 03:02 03:03 02:57 11:53 11:45 11:18 10:43 10:39 13:12 12:18 December 00:44 00:49 01:02 00:37 00:50 01:06 00:48 03:14 02:59 03:04 03:28 03:30 03:06 03:11 11:54 12:23 12:27 10:30 11:43 12:53 13:16 Average 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 273
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 31: Response Time Record Status and Average Minute, by Month, by Year 01:12
08:24
15:36
22:48
30:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time On-Scene Time
January February March April May June July
August September October November December Average
274
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 44: Response Time Record Status and Average Minute, by Season, by Year Dispatch Time Response Time On-Scene Time
Month 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Fall 00:57 00:44 00:51 00:42 00:47 01:02 00:54 03:02 02:53 03:24 03:34 03:31 03:13 03:25 11:50 12:16 11:53 09:51 10:15 11:52 12:00 Spring 00:51 00:50 00:42 00:50 00:38 00:55 00:51 02:53 02:59 03:07 03:14 03:03 03:30 03:28 11:19 12:25 12:38 10:57 10:09 12:19 12:01 Summer 00:52 00:45 00:51 00:52 00:43 01:02 00:49 02:53 03:14 03:16 03:20 03:10 03:11 03:25 11:40 11:42 12:04 10:44 11:20 12:48 11:33 Winter 00:49 00:48 00:51 00:46 00:47 00:59 00:53 03:06 02:52 02:54 03:14 03:18 03:07 03:04 11:46 11:52 11:38 11:18 10:55 12:26 12:19 Average 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 Chart 32: Response Time Record Status and Average Minute, by Season, by Year 01:12
08:24
15:36
22:48
30:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time On-Scene Time
Fall Spring Summer Winter Average
275
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 45: Response Time Record Status and Average Minute, by Deployed Hour, by Year Dispatch Time Response Time On-Scene Time
Event Hour 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 00 00:51 00:41 00:53 00:31 00:50 00:43 00:44 02:39 03:10 03:10 03:18 02:32 03:12 03:18 10:49 11:33 10:34 08:53 09:43 10:58 10:46 01 00:56 00:42 00:52 00:42 00:35 00:48 00:43 02:49 03:03 02:38 03:09 03:08 02:47 03:26 11:50 13:10 11:52 10:11 13:46 14:11 13:47 02 00:48 00:34 01:02 00:33 00:41 00:39 00:39 02:34 02:13 02:41 03:31 02:15 02:53 03:29 11:49 09:57 11:01 07:53 08:54 12:25 09:51 03 00:46 00:45 01:02 00:33 00:28 00:43 00:34 02:44 02:15 02:52 03:05 03:09 03:17 03:24 12:22 12:06 14:21 10:36 11:33 12:26 10:32 04 00:30 00:28 00:44 00:35 00:23 00:39 00:28 02:31 02:46 03:25 02:44 02:43 03:13 03:28 09:33 14:33 10:55 09:49 07:09 11:14 13:37 05 00:41 00:38 00:41 00:15 00:29 00:43 00:34 02:39 02:27 03:02 02:57 01:38 02:51 03:26 09:32 09:56 09:19 11:58 06:44 10:22 10:29 06 01:21 01:03 01:15 01:01 00:58 01:19 00:58 02:53 03:13 03:51 03:13 04:24 03:16 02:37 08:33 06:27 11:54 09:39 05:41 09:29 08:01 07 00:55 00:45 00:49 00:52 00:50 01:01 01:07 02:51 02:54 03:29 03:34 03:59 03:34 03:42 10:55 09:49 09:13 11:39 08:57 11:44 08:43 08 00:55 00:47 00:41 00:50 00:34 01:12 01:11 03:15 03:09 03:12 03:20 04:03 03:05 03:15 12:23 13:35 13:26 12:40 09:44 11:22 11:01 09 00:48 00:51 00:52 01:07 00:46 01:03 00:51 03:11 03:08 03:12 03:16 03:26 03:49 03:34 12:49 11:54 12:49 11:50 08:46 11:49 09:37 10 00:47 00:46 00:46 00:55 00:52 00:57 00:50 03:08 03:31 03:18 03:12 03:20 03:24 03:00 11:21 13:13 13:01 10:53 09:13 12:02 11:34 11 00:52 00:48 00:40 00:49 00:40 01:14 01:05 03:02 03:09 02:45 02:45 03:23 03:26 03:07 12:54 13:53 12:36 14:01 12:04 13:57 11:57 12 00:55 00:47 00:40 01:00 00:40 01:08 00:52 02:52 02:51 03:13 02:58 03:19 02:59 03:10 11:46 11:43 13:23 12:55 10:54 13:35 12:59 13 00:49 00:48 00:41 01:05 00:54 00:52 00:55 03:07 02:39 03:14 04:01 03:16 03:29 03:28 11:06 11:52 11:15 13:12 13:03 12:43 12:53 14 00:50 00:51 00:57 01:03 00:48 01:05 00:54 02:59 02:59 03:13 02:37 03:20 02:59 02:54 14:16 13:39 13:17 13:48 11:33 13:54 12:41 15 00:48 00:48 00:45 00:56 00:45 01:03 00:52 02:46 03:04 03:04 03:07 03:52 03:21 03:26 12:20 12:37 12:56 14:46 12:44 13:22 13:09 16 00:42 00:42 00:37 00:52 00:50 01:05 01:00 02:48 03:18 03:10 03:07 03:12 03:16 03:27 15:04 14:11 13:47 13:48 11:34 13:17 13:14 17 00:46 00:47 00:51 01:03 00:41 01:04 01:04 02:55 02:50 03:25 03:01 03:37 02:37 02:52 13:22 13:08 12:21 12:54 08:43 14:32 12:42 18 01:03 00:50 01:03 00:58 00:57 01:03 01:10 03:12 02:48 02:54 03:58 03:21 04:19 03:38 11:56 12:25 12:03 07:53 08:46 10:46 11:43 19 01:06 00:50 01:01 00:48 00:55 01:05 00:51 03:02 02:45 02:51 03:53 03:10 03:50 03:29 12:43 12:39 11:17 10:00 11:08 11:41 11:45 20 01:01 00:45 01:00 00:40 00:45 00:53 00:38 02:42 02:43 03:13 03:08 03:19 03:11 03:42 11:11 12:55 11:17 09:00 12:16 10:43 12:42 21 00:51 00:53 00:52 00:39 00:42 00:52 00:42 03:09 03:19 03:38 03:45 02:51 02:58 03:48 09:16 09:06 10:34 06:37 10:50 13:42 11:35 22 00:56 00:46 00:43 00:37 00:31 01:04 00:41 02:58 03:23 03:17 03:27 03:08 02:49 03:15 08:58 09:43 10:37 09:44 09:35 10:33 11:42 23 00:55 00:50 00:45 00:29 00:36 00:55 00:43 03:23 02:47 03:13 03:03 02:39 02:57 03:24 10:35 10:56 11:25 09:30 12:04 11:11 12:19 Average 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 276
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 33: Response Time Record Status and Average Minute, by Deployed Hour, by Year 01:12
08:24
15:36
22:48
30:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time On-Scene Time
00 01 02 03 04 05 06 07 08
09 10 11 12 13 14 15 16 17
18 19 20 21 22 23 Average
277
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 46: Response Time Record Status and Average Minute, by Record Category, by Year Dispatch Time Response Time On-Scene Time
Call Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Admin 01:02 00:47 00:52 01:04 00:34 01:01 01:04 03:06 02:57 02:43 02:04 03:11 02:49 03:10 09:05 08:36 08:29 10:11 07:46 10:10 09:52 Agency Assist 00:54 00:44 00:48 00:49 00:43 00:48 00:40 03:50 03:32 03:13 04:18 03:33 03:57 03:55 14:15 14:27 16:31 13:50 13:37 14:40 15:41 Alarm 00:49 00:41 00:39 00:42 00:32 00:49 00:41 02:52 02:51 03:20 03:31 03:34 03:35 03:37 12:08 11:02 11:39 10:18 08:44 09:28 09:01 Animal 01:06 00:45 00:48 00:37 00:52 01:10 00:49 03:21 03:28 03:37 04:13 03:09 02:56 04:01 11:01 11:20 08:55 08:13 07:32 08:36 11:03 Check-Area 01:20 00:42 00:46 00:47 00:53 00:37 00:37 02:13 02:27 02:49 03:26 02:45 03:39 03:12 06:49 07:58 08:34 07:18 05:34 09:20 07:24 Crime-Person 00:46 00:56 01:01 01:05 00:39 00:44 01:04 03:09 03:26 02:53 02:04 02:59 02:18 02:17 20:48 22:06 23:43 20:14 15:12 22:04 20:02 Crime-Property 00:54 00:53 00:48 01:09 00:39 01:09 00:56 03:08 03:35 03:25 03:34 03:44 03:19 03:12 19:03 20:28 20:33 15:02 15:09 18:39 17:20 Crime-Public 00:57 00:39 00:52 00:36 00:57 01:06 00:41 01:51 02:05 03:10 02:33 01:53 03:03 02:04 12:14 24:42 20:54 15:07 08:52 19:27 18:52 Crime-Substance 00:46 01:52 00:32 00:42 00:06 00:24 00:26 01:23 01:30 03:58 08:00 02:27 02:30 05:12 07:44 24:48 20:19 06:14 06:37 09:13 02:27 Disturbance 00:57 00:54 00:50 00:44 00:39 00:54 00:50 02:49 02:38 02:58 02:57 03:13 03:21 03:05 12:07 12:26 12:39 11:07 10:37 11:39 11:19 Emergency 00:52 00:40 01:00 01:02 00:47 02:10 02:02 03:03 02:32 02:47 03:26 03:37 03:21 04:14 08:52 07:59 09:50 06:58 05:01 08:39 07:20 Extra Patrol 01:36 00:49 01:29 00:46 01:00 01:11 00:28 01:56 03:01 01:55 03:47 02:35 02:20 03:31 03:36 05:33 02:49 05:21 01:55 03:29 06:00 Fire 00:35 00:29 00:58 00:32 01:17 01:14 00:48 01:38 03:07 02:34 01:43 02:19 02:03 02:22 16:02 24:09 17:44 17:29 07:01 10:03 19:29 Harassment 00:41 00:42 00:56 00:05 00:15 00:10 04:22 02:29 07:11 00:00 05:56 02:44 05:27 31:01 29:02 30:59 06:29 29:12 23:39 25:40 Investigation 00:52 00:21 00:35 00:27 00:33 00:37 00:34 02:52 04:06 03:28 03:21 02:58 02:38 02:40 13:21 11:01 13:00 15:16 10:41 11:54 11:01 Medical 00:38 00:23 00:22 01:14 00:24 00:31 00:41 00:25 00:59 01:50 02:26 02:34 03:20 03:30 14:47 18:30 21:38 15:24 23:26 17:40 16:45 Medical/Agency Assist 00:39 00:34 00:42 00:40 00:50 01:10 01:00 02:35 02:09 02:18 02:27 02:13 02:20 02:19 10:28 12:51 10:11 12:51 14:29 14:51 12:06 Mental Health 00:15 00:25 00:49 00:22 01:02 01:04 00:53 01:57 01:36 02:31 02:52 03:09 02:34 02:44 22:56 12:12 17:34 08:38 25:06 09:19 16:56 Miscellaneous 00:48 00:52 00:46 00:44 00:43 00:44 00:40 03:30 03:31 03:33 03:21 02:40 02:36 02:37 09:47 09:56 11:04 08:33 11:26 14:37 12:55 Missing Person 01:02 00:25 00:39 00:37 00:49 00:29 00:35 04:22 03:38 03:29 02:39 04:08 03:44 02:51 23:36 28:37 31:13 19:53 21:21 19:40 21:23 Operation (SM S&R 01:03 00:40 00:20 02:10 05:00 00:00 03:11 03:11 00:40 02:56 33:12 00:16 27:22 12:55 08:06 19:45 Parking/Traffic Related 01:06 00:58 01:05 01:08 01:03 01:15 00:54 03:35 03:39 04:17 04:25 04:09 04:26 04:09 08:15 08:58 06:48 09:20 07:42 08:07 09:25 Pedestrian Contact 00:07 00:09 00:05 00:20 00:02 00:00 01:02 00:00 00:00 00:00 05:36 16:11 09:22 20:42 11:47 12:32 Pedestrian Contact/Invest. 00:07 00:14 00:05 00:05 00:00 00:05 00:00 00:00 29:53 06:27 00:35 37:27 Property 00:51 00:39 00:57 00:52 00:47 01:02 00:50 02:38 02:56 02:19 02:14 02:39 02:54 01:35 12:14 11:08 14:17 11:57 10:09 13:15 13:16 School Patrol 00:25 00:13 00:40 00:06 00:26 00:58 05:48 02:54 00:00 08:41 21:28 15:36 26:26 07:07 11:08 Special Assignment 00:17 00:20 00:44 00:06 00:07 00:40 00:35 00:55 04:11 03:24 02:40 07:11 02:26 03:15 08:57 20:24 18:12 18:28 15:50 14:58 05:38 Suicide/Suicidal Person 00:38 00:24 01:44 01:28 00:12 00:07 02:37 02:15 02:30 01:05 01:55 04:27 26:53 25:36 45:11 Suspicious 00:56 00:49 00:49 00:38 00:45 01:00 00:50 02:43 02:30 03:10 03:21 03:10 03:23 03:18 10:30 11:22 11:57 09:08 09:23 10:57 11:15 Suspicious Activity 00:30 00:40 00:19 01:01 04:00 02:48 01:48 02:40 04:31 01:27 11:53 13:31 07:40 02:03 41:57 Traffic 00:46 00:59 00:55 00:40 00:24 01:06 00:52 02:36 02:45 03:02 03:06 03:23 02:46 04:24 08:00 08:09 09:01 05:23 06:14 05:22 08:56 Traffic Accident 00:48 00:47 00:38 00:59 00:37 01:01 00:41 02:44 02:34 02:42 03:24 02:49 02:37 02:32 24:09 22:22 19:04 24:56 21:59 20:38 18:52 Traffic Enforcement 00:34 00:15 04:16 00:57 01:00 01:43 00:38 04:36 04:25 03:56 02:42 03:47 03:32 03:03 13:24 13:42 26:14 10:41 08:58 25:00 09:07 Unknown Trouble 00:41 00:57 00:42 01:16 00:58 01:19 00:29 02:13 02:22 01:41 02:03 02:32 03:06 02:50 13:17 17:34 21:12 15:24 11:38 08:02 16:17 Welfare Check 01:07 01:05 01:02 01:08 01:08 01:11 00:57 02:55 02:42 03:17 03:59 03:44 03:43 04:00 13:23 17:07 14:58 13:07 12:45 14:36 13:01 Total 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 278
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 34: Response Time Record Status and Average Minute, by Record Category, by Year 0:02:24
0:09:36
0:16:48
0:24:00
0:31:12
0:38:24
0:45:36
0:52:48
1:00:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time On-Scene Time
Admin
Agency Assist
Alarm
Animal
Check-Area
Crime-Person
Crime-Property
Crime-Public
Crime-Substance
Disturbance
Emergency
Extra Patrol
Fire
Harassment
Investigation
Medical
Medical/Agency Assist
Mental Health
Miscellaneous
Missing Person
Operation (SM S&R)
Parking/Traffic Related
Pedestrian Contact
Pedestrian Contact/Invest.

Property
279
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 47: Response Time Record Status and Average Minute, by Record Priority, by Year Dispatch Time Response Time On-Scene Time
Call Priority 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 1 00:40 00:36 00:45 00:50 00:52 01:09 01:14 02:35 02:18 02:28 02:49 03:04 02:29 02:55 11:24 14:07 12:20 12:47 09:52 13:54 12:41 2 00:54 00:48 00:48 00:50 00:43 00:58 00:46 02:54 02:55 03:16 03:35 03:24 03:28 03:34 12:48 13:28 13:28 11:24 11:08 12:32 12:03 3 00:57 00:51 00:51 00:49 00:44 00:58 00:55 03:12 03:12 03:19 03:10 03:13 03:11 03:10 10:30 10:39 10:48 09:30 10:24 11:49 11:38 4 00:56 00:43 00:53 00:35 00:40 01:09 00:47 03:02 03:25 03:04 03:32 03:02 02:58 03:08 10:52 09:23 10:56 11:13 10:16 13:08 11:56 Average 00:52 00:47 00:49 00:48 00:44 01:00 00:52 02:58 03:00 03:10 03:19 03:16 03:15 03:21 11:39 12:02 12:01 10:44 10:41 12:24 11:57 Chart 35: Response Time Record Status and Average Minute, by Record Priority, by Year 01:12
08:24
15:36
22:48
30:00
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Dispatch Time Response Time On-Scene Time
1 2 3 4 Average
280
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com

TRAFFIC ACCIDENTS
Chart 36: Community-Initiated and Field-Initiated Traffic Records, by Year 0 500
1000
1500
2000
2500
3000
3500
4000
4500
2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 Community-Initiated Field-Initiated
Parking Parking/Traffic Related Traffic Traffic Accident Traffic Enforcement 281
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 37: Community-Initiated Traffic Records, by Hour, by Year 0 5
10 15
20 25
30 35
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023
282
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 38: Field-Initiated Traffic Records, by Hour, by Year 0 50
100
150
200
250
300
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2017 2018 2019 2020 2021 2022 2023
283
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 48: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour Community-Initiated Field-Initiated Agency
Event Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 00 10 4 4 4 9 8 17 113 81 60 80 66 102 149 707
01 5 1 3 2 4 5 2 93 64 41 50 59 64 108 501
02 7 1 2 5 1 1 1 84 82 104 71 85 90 116 650
03 2 5 1 5 2 4 93 58 62 62 67 120 117 598
04 5 1 1 1 3 5 79 19 21 34 39 89 85 382
05 2 1 1 2 1 13 5 5 4 8 19 19 80
06 1 7 2 4 2 2 3 1 4 9 1 12 12 9 69
07 5 10 12 9 17 19 7 16 58 78 94 104 70 25 524
08 11 16 22 25 28 39 16 38 71 129 153 185 121 71 925
09 9 21 16 15 23 20 29 47 79 120 144 154 119 140 936
10 21 16 9 26 31 25 43 47 111 118 167 175 140 132 1061
11 21 12 21 28 21 25 40 61 89 136 149 218 145 89 1055
12 17 18 17 19 22 24 37 42 104 129 154 192 115 87 977
13 13 20 14 15 23 35 25 72 84 157 162 192 128 65 1005
14 15 15 25 25 27 32 23 70 89 141 152 195 136 90 1035
15 20 19 26 25 31 41 11 67 91 137 131 194 133 91 1017
16 9 14 28 20 31 26 26 61 108 147 148 164 120 66 968
17 21 21 17 13 23 27 18 40 82 77 80 79 67 37 602
18 14 23 19 9 21 15 10 28 24 33 42 41 37 37 353
19 20 25 22 19 26 16 18 127 116 84 129 190 186 195 1173 20 13 15 14 11 11 15 16 154 123 104 144 167 177 180 1144 21 6 8 6 12 14 9 10 125 100 106 129 178 211 141 1055
22 4 5 2 4 5 7 11 123 116 114 146 124 165 125 951
23 7 7 4 4 4 6 8 98 92 110 103 130 163 142 878
Total 258 285 287 301 379 400 380 1692 1850 2222 2529 3018 2729 2316 18646 284
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 39: Community-Initiated and Field-Initiated Accident Records, by Day of Week, by Hour 0 50
100
150
200
250
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Community-Initiated Field-Initiated
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 285
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com

PATROL SCHEDULED EVENTS
Table 49: Patrol Scheduled Events, by Record Category, by Year Community-Initiated Contact Field-Initiated Contact Missing Source of Record Patrol Scheduled Events Total Record Category 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2022 2023 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 2022 2023 Admin 493 603 628 519 472 529 471 15 8 15 5 6 18 4 1 9 1 10 3 3,810 Agency Assist 157 155 161 161 211 194 242 17 30 19 12 5 14 22 1 1 1 3 2 1,408 Animal 160 287 257 214 185 202 435 11 37 10 9 1 6 9 2 1 1 1 1,828 Check-Area 148 315 214 165 132 151 136 20 90 16 8 8 19 19 3 1 45 21 25 134 144 10 1,824 Crime-Person 134 98 71 74 62 55 65 1 1 19 9 589
Crime-Property 215 171 139 168 147 172 186 7 3 2 4 2 5 5 3 10 21 7 1 2 1,270 Crime-Substance 3 3 8 7 3 3 2 1 2 1 16 49
Disturbance 285 232 197 254 244 229 204 5 2 3 1 3 2 1 1 1,663 Emergency 63 51 191 373 300 398 561 1 1 1,939
Extra Patrol 110 108 118 128 74 66 54 688 693 198 613 191 317 297 1,340 915 1,458 2,180 619 243 154 10,564 Foot Patrol 1 1 2 140 124 66 135 48 87 76 3 683
Harassment 7 7 5 3 3 9 4 1 6 45
Investigation 73 38 59 69 32 36 52 155 179 138 108 90 159 142 1 1 1 1,333 Miscellaneous 809 780 520 494 267 313 299 1,025 1,175 415 507 66 37 94 1 21 14 20 39 2 3 6,901 Parking/Traffic Related 199 190 219 131 138 141 174 333 504 191 63 5 76 64 36 49 84 37 54 53 59 2,800 Pedestrian Contact/Invest. 1 1 1 4 1 2 82 106 61 58 31 14 27 1 390 Property 123 124 130 54 88 88 75 8 3 2 1 5 4 1 706
School Patrol 6 4 1 3 1 2 111 113 110 17 34 16 73 6 121 618 Special Assignment 8 22 24 24 17 14 13 41 70 28 42 36 36 35 2 412 Suspicious 717 480 337 278 259 385 361 155 141 146 132 95 150 112 1 23 8 16 2 1 4 2 3,805 Traffic Enforcement 17 17 6 18 35 16 20 2,470 3,134 1,160 1,483 1,705 964 957 23 32 10 144 11 1 7 12,230 Total 5,154 4,799 4,401 4,120 3,537 4,151 4,598 5,411 6,510 2,684 3,314 2,408 2,006 2,026 2 5 3 2 1 1,511 1,055 1,689 2,678 832 312 232 63,441 Table 50: Patrol Scheduled Events, by # of Units Assigned Category, by Year Unit’s Assigned 2017 2018 2019 2020 2021 2022 2023 Total One Unit 1,187 804 978 1,103 476 136 148 4,832
Two Units 65 38 59 80 14 10 12 278
Three Units 1 2 2 5
Missing Unit Designation 259 212 650 1,493 342 166 72 3,194 Total 1,511 1,055 1,689 2,678 832 312 232 8,309
286
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Table 51: Average Total Event Time for Patrol Scheduled Events, by Record Category, by Year Event Time Agency
Record Category 2017 2018 2019 2020 2021 2022 2023 Average Admin 29:35 31:41 15:50 28:47
Agency Assist 18:46 52:30 07:19 32:46
Animal 01:36 01:36
Check-Area 15:53 16:32 21:11 19:54 19:01 24:28 19:07
Crime-Person 26:33 15:52 23:53
Crime-Property 11:01 21:10 15:09 29:24 25:26 05:10 17:37 Crime-Substance 25:53 25:53
Disturbance 30:23 30:23
Emergency 01:15 01:15
Extra Patrol 20:46 20:12 19:49 16:17 16:15 26:12 25:35 18:57 Foot Patrol 23:01 23:01
Harassment 10:55 31:41 26:29
Investigation 16:14 06:00 11:07
Miscellaneous 12:54 11:33 17:16 28:33 06:39 05:21 19:09 Parking/Traffic Related 20:29 25:09 24:38 16:36 21:02 29:13 27:44 23:58 Pedestrian Contact/Invest. 46:25 46:25
Property 02:55 02:55
School Patrol 28:34 13:47 14:37
Special Assignment 21:51 21:51
Suspicious 12:32 12:27 20:28 05:07 56:46 14:46 15:15
Traffic Enforcement 25:18 30:10 25:01 12:49 43:59 12:13 19:43 Average 20:28 20:35 20:17 16:26 17:27 26:29 24:42 19:11 287
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Chart 40: Average Total Event Time for Patrol Scheduled Events, by Record Category, by Year 02:24
09:36
16:48
24:00
31:12
38:24
45:36
52:48
00:00
Admin
Agency Assist
Animal
Check-Area
Crime-Person
Crime-Property
Crime-Substance
Disturbance
Emergency
Extra Patrol
Foot Patrol
Harassment
Investigation
Miscellaneous
Parking/Traffic Related
Pedestrian Contact/Invest.

Property
School Patrol
Special Assignment
Suspicious
Traffic Enforcement
2017 2018 2019 2020 2021 2022 2023 Average
288
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Appendix 1: Designation Codes
Unit ID Call Sign Mapping
A1 A Administration
A2 A Administration
A3 A Administration
APD APD Arcadia PD
C1 C Corporals
C2 C Corporals
D1 D Detective
D2 D Detective
D3 D Detective
DO1 DO Dispatch Operator
DO2 DO Dispatch Operator
DO3 DO Dispatch Operator
DO4 DO Dispatch Operator
DO5 DO Dispatch Operator
DO6 DO Dispatch Operator
DO7 DO Dispatch Operator
DO8 DO Dispatch Operator
E1 E Records
E2 E Records
E4 E Records
E5 E Records
F1 F Community Service Officer
F2 F Community Service Officer
F3 F Community Service Officer
L1 L Lieutenant
L2 L Lieutenant
MPD M Monrovia PD
P1 P Patrol
P10 P Patrol
P2 P Patrol
P20 P Patrol
P21 P Patrol
P22 P Patrol
P23 P Patrol
P24 P Patrol
P25 P Patrol
P26 P Patrol
P3 P Patrol
P4 P Patrol
P5 P Patrol
P6 P Patrol
P7 P Patrol
P8 P Patrol
P9 P Patrol
PD1 PD Pasadena PD Airship
PD2 PD Pasadena PD Airship
R1 R Code Enforcement Officer
S1 S Sergeants
S2 S Sergeants
S3 S Sergeants
S4 S Sergeants
SMSR SMSR Search Madre Search & Rescue
T1 T Traffic
V1 V Volunteers
V10 V Volunteers
V11 V Volunteers
V12 V Volunteers
V13 V Volunteers
V14 V Volunteers
V19 V Volunteers
V3 V Volunteers
V30 V Volunteers
V4 V Volunteers
V5 V Volunteers
V6 V Volunteers
V7 V Volunteers
X1 X Patrol PT
X2 X Patrol PT
X3 X Patrol PT
X4 X Patrol PT
X5 X Patrol PT
X6 X Patrol PT
X7 X Patrol PT
X8 X Patrol PT
X9 X Patrol PT
P27 3 Patrol
PC1 1
PPD 1
T2 15 Traffic
T3 15 Traffic
X10 6 Patrol PT
289
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com
Appendix 2: Call Type and Call Category
Call Type Call Category
166 Crime-Person
207 Crime-Person
211 Crime-Person
242 Crime-Person
245 Crime-Person
261 Crime-Person
273 Crime-Person
288 Crime-Public
314 Crime-Public
368 Crime-Person
415 Disturbance
417 Crime-Public
422 Crime-Person
451 Crime-Property
459 Crime-Property
470 Crime-Property
484 Crime-Property
487 Crime-Property
537 Crime-Property
594 Crime-Property
602 Crime-Property
918 Mental Health
919 Agency Assist
920 Missing Person
921 Suspicious
925 Suspicious
5150 Mental Health
10851 Crime-Property
10852 Crime-Property
20001 Traffic Accident
20002 Traffic Accident
23103 Crime-Property
23152 Crime-Property
211S Alarm
273A Crime-Person
415F Disturbance
415H Disturbance
415M Disturbance
415N Disturbance
415P Disturbance
415X Disturbance
459A Alarm
459S Alarm
459V Crime-Property
647F Crime-Public
653M Harassment
901T Traffic Accident
902T Traffic Accident
905A Animal
905B Animal
905C Animal
905D Animal
905L Animal
905N Animal
905R Animal
905V Animal
905W Animal
909T Traffic
911A Emergency
911B Miscellaneous
911C Miscellaneous
911HU Emergency
917A Parking/Traffic Related
920C Missing Person
920F Missing Person
925A Suspicious
925C Suspicious
925P Suspicious
925S Suspicious
925V Suspicious
927C Check-Area
927D Deceased Person
AA Alarm
ANIMAL Animal
AOA Agency Assist
BAR Check-Area
BIKE Bike Enforcement
BIKE ENFOR Bike Enforcement
BIKESTOP Traffic Enforcement
BOLO Miscellaneous

CCWA ADMIN
290
Sierra Madre Police Department
Organizational Assessment
www.MelioraPSC.com

CITE ADMIN
CODE 5 Investigation
COUNCIL Admin
COUNTER Miscellaneous
CPD Crime-Property
DECOY Miscellaneous/Invest.

DETAIL Special Assignment
EXTRA Extra Patrol
FIRE Fire
FLAG Pedestrian Contact/Invest.

FOOT Foot Patrol
FP Admin
FPUR Pursuit-Foot
FU Investigation
GATE Miscellaneous
HS Crime-Substance
IDTHEFT Crime-Person
INFO Miscellaneous
INJURY Medical
LEWD Crime-Public
LI Miscellaneous
LOG Admin
LOJACK Investigation
MED Medical/Agency Assist
ODOR Agency Assist
OTHER Miscellaneous
PANALM Alarm
PANIC Alarm
PARK Parking/Traffic Related
PARKEXM Parking
PED Pedestrian Contact
PED STOP Pedestrian Contact
PROPD Property
PROPF Property
PROPL Property
PUBWRKS Admin
PURSUIT Pursuit-Vehicle
RADIO Miscellaneous
RECK Traffic
REG Admin
REPO Admin
SCHOOL School Patrol
SEXBT Crime-Person
SHOTS Suspicious Activity
SHOTSH Suspicious Activity
SMMC Admin
SMOKE Agency Assist
SMSR Operation (Sierra Madre Search & Rescue Page)
SOLICI Investigation
SOLICIT Investigation
STALK Harassment
SUBP Miscellaneous
SUICIDE Suicide/Suicidal Person
SUPP Investigation
TC Traffic Accident
TC INJURY Traffic Accident
TC NON INJ Traffic Accident
TC UNK INJ Traffic Accident
TCINJ Traffic Accident
TCNON Traffic Accident
TCUNK Traffic Accident
TEST Miscellaneous
TEXT911 Emergency
TRAFENF Traffic Enforcement
TRANS Transient
UNK Unknown Trouble
VACANT Admin
VACCHECK Check-Area
VEH STOP Traffic Enforcement
VEHSTOP Traffic Enforcement
WARRANT Warrant
WELFARE Welfare Check
WIRE Agency Assist

Page 2 of 2 ends

Sierra Madre City CouncilOctober 29, 2024

Sierra Madre City Council
October 29, 2024