STAFF REPORT. Meeting Date: April 4, 2017 To: From: Subject:

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1 STAFF REPORT Meeting Date: April 4, 2017 To: From: Subject: Honorable Mayor & City Council Sandra Spagnoli, Chief of Police Police Department Staffing Update and Recommendations Attachments: 1) Police Staffing Study 2) Current Organization Chart 3) Proposed Organization Chart INTRODUCTION On December 6, 2016, the Police Department provided City Council with a report on staffing updates. At that time, Council requested the Police Department return with recommendations from the staffing report for both sworn and professional staff positions. This report discusses the staffing study conducted by 7WorksCenter, and provides staff recommendations to address community expectations and the Police Department s staffing needs for greater flexibility in responding to crime trends in the community. Although the conclusions and recommendations provide a blueprint for future staffing needs, staff recommends a phased implementation hiring approach. This will allow staff to determine the effectiveness of new positions and to provide a reasonable hiring timeline to meet new staffing requirements. DISCUSSION In 2016, the City Council directed the Police Department to complete a Strategic Plan for the future. At the same time, the Department engaged 7WorksCenter to conduct a focused staffing study to provide recommendations for improvements to staffing, structure, and strategies. While the report reviewed all Department areas, at this time, staff is prepared to make necessary recommendations for police officer deployment. The report will continue to provide information on the mechanisms for determining appropriate police staffing levels.

2 Meeting Date: April 4, 2017 The following methods determine police staffing models: 1. Crime trends: A review of crime trends and patterns in the City, and staffing based on those trends. 2. Per-capita approach: One of the most commonly utilized methods for evaluating police staffing levels is officer-to-population ratios (the number of sworn officers per 1,000 citizens). However, this approach does not consider crime rates, community expectations, policing philosophy, etc. 3. Minimum staffing: This method relies on predetermined minimum staffing levels with overall agency staffing determined by the need to maintain those minimum levels. The staffing levels are typically determined by past practices, supervisory judgment, or collective bargaining. If workload analysis, or another objective process, does not determine the minimum staffing levels, this is not an accurate way to determine appropriate police staffing levels. 4. Authorized/budget levels: This method simply relies on agency staffing levels with available funding. 5. Workload: This method uses actual officer workload data to determine staffing needs. Conducting a workload analysis is a labor-intensive process, and not all work units will have adequate data available. In fact, workload analysis is typically used only for the patrol function; given the availability of computer aided dispatch (CAD) data that tracks officer workload. 6. Benchmarking: This method compares the agency with one or more similar agencies to draw conclusions about appropriate staffing levels, strategies, and outcomes. The objective is to eliminate some of the inaccuracies of officer-to-population ratios, by limiting the comparison to similar agencies and/or communities. 7. Community Expectations: A critical element of the Police Department s operating philosophy is that police and community are one and the same; operating in partnership for the same goals. The expectations set by the City Council and Community for the Police Department should drive the Department s staffing, both in overall agency size and in staffing allocation. The City of Beverly Hills has set expectations about police response to specific incidents, which is less than 3 minutes to high priority calls for service. The methodology used by the 7WorksCenter evaluated the overall Department; reviewing Department strategy, structure, systems, shared values, skills, style and staff. In addition, they criteria and benchmarks obtained from the International Association of Police Chiefs, the International City Managers Association and the 7WorksCenter staff. The Police Department concurrently completed a Strategic Plan, which also recommended reinstating programs and services that were eliminated or unfilled over the last five years. assessed Page 2 of 6 3/29/2017

3 Meeting Date: April 4, 2017 The following is a side-by-side summary of staffing recommendations from the 7WorksCenter and the current Strategic Plan: STAFFING STUDY RECOMMENDATIONS Office of the Chief Transfer Personnel and Training 1 under the Chief office ST STRATEGIC PLAN ATUS RECOMMENDATIONS STATUS Completed 1 ADD: 1 School Liaison Officer In Progress 6-Month Strategic Plan Review In Progress 3 Develop a succession plan In Progress 4 Develop a training plan Completed 5 ADD: Assistant Chief of Police Completed 6 ADD: Purchasing Analyst TBD ADD: School Liaison Officer In Progress ADD: 1 Police Captain (Commander 8 conversion) g Operations ADD: 6 police officers- Bike! Foot patrol Completed In Progress 2 ADD: Bicycle Enforcement In Progress 10 ADD: 2 Traffic Officers *TBD 3 ADD: Traffic Enforcement Officers *TBD ADD: 1 Officer Emergency Services 11 Bureau In Progress 4 ADD: Special Problems Unit In Progress Retain Over hire- LT In Progress 5 ADD: 1 Desk Officer Completed 13 Investigations 6 ADD: 1 Canine Officer Completed ADD: 1 Commercial Enforcement Officer ADD: 2 Detectives- High Tech focus *TBD 9 ADD: High Tech Crimes Detective *TBD ADD: 1 Investigation Specialist 14 (Civilian) Administration ADD: 2 Records Clerks Over hire- Dispatcher In Progress 10 ADD: Special Enforcement Section In Progress *TBD *TBD 17 Add: Administrative Crime Analyst Convert Special Projects Part time hourstoft *TBD In Pro ress *TBD (To Be Determined) - At this time, staff recommends a phased approach and focus on the Crime Suppression Unit and investigative support of the staffing report. Once this team is in place and assessed, staff will bring back these items to City Council with a plan on any additional staffing and resources. Page 3 of 6 3/29!201 7

4 Meeting Date: April 4, 2017 Staff Evaluation of Recommendations: Staff reviewed the recommendations from both the Staffing Study and Strategic Plan, and evaluated the current special assignment positions, along with Patrol staffing/deployment. The review concluded that patrol staffing levels were inadequate for optimum deployment. Currently, the patrol officer deployment is approximately forty-three (43) officers, over two shifts (day watch and night watch) and often has a vacancy rate of at least one (1) officer per shift, but often more than one (1), requiring overtime backfill. Managers conducted an exercise for the optimum police officer staffing numbers for Patrol, taking into consideration a minimum staffing level of eight (8) officers per day/shift with daily shift vacancy rate of three to four (3-4) officers due to vacation, sick leave, FMLA, injury, and training. This means that we fill shifts of eleven to twelve (11-12) officers per shift, understanding that two to four (2-4) officers are off on any given day. This model accounts for the vacancy rate without having to backfill shifts on overtime, which is the current practice. This model requires fifty-nine (59) patrol officers, and will significantly reduce the costs associated with backfilling the vacancies, as well as reduce officer burnout related to mandatory overtime. The average hourly cost of an officer on overtime is $75 per hour (overtime rate does not include benefits), and the hourly rate for a new police officer (including benefits) is $91 per hour; therefore, there are savings with utilizing overtime as opposed to adding staff. However, there is a fine balance between mandatory overtime and employee burnout. Of the fifty-nine (59) patrol officers, staff recommends absorbing the following recommended additional positions in Patrol: Two (2) Bicycle Officers One (1) Desk Officer One (1) Canine Officer In addition, Staff evaluated the recommended need for additional support in the following areas: One (1) Emergency Services Bureau Officer Addition of a Special Problems Unit to address unique crime trends and quality of life issues Based on the department needs, staff recommends implementing a robust Crime Impact Team which takes into consideration the recommendations from the Staffing Report, Strategic Plan, and crime trends. This recommendation combines the Special Tactics Unit (currently staffed with One (1) sergeant and two (2) Officers), and requests an additional six (6) police officers and one (1) police sergeant; formally positions assigned to duties in the Special Enforcement Section and Crime Suppression Team. By authorizing the additional seven (7) Police officer/sergeant positions, the newly designed Crime Impact Team will be dedicated to a variety of functions, including the following: Crime Suppression Special Enforcement of ABC crimes, narcotics, DEATask Force Dignitary Protection Investigative Follow Up on Major Crimes Warrant development and service SWAT Team Page 4 of 6 3/29/2017

5 Meeting Date: April 4, 2017 A review of our crime statistics & trends indicates an average 52% decrease in the expected number of residential burglaries from November-to-December 2016 as compared to the same period for the two previous years (2014 & 2015). Staff believes that the efforts of the Temporary Crime Suppression Team are a contributing factor of this decrease. This assertion is further corroborated by an 82% decrease in residential burglaries experienced during the first quarter of 2016, after directed deployment of the Temporary Crime Suppression Team during that period. Future metrics will be formally established by the Team Lieutenant to measure the effectiveness of the Crime Impact Team, and presented to City Council after the team has been operational for six (6) months and one (1) year milestones. The team s effectiveness will be determined by a variety of measurements, focusing on crime rate and regional trends. Due to the flexibility of team operations, which focuses on current crime and quality of life trends, the metrics may change based on the issue being addressed. Generally, the metrics will include the following: 1. Crime rate (-1+) 2. Team outputs! statistics a. Arrests b. Citations c. Warrants d. Property recovered e. Cases filed f. Case follow ups 3. Hours spent in the field focusing on surveillance and intelligence gathering Lastly, Staff is working with the current budget enhancement process on the following positions recommended in the Staffing Study: 8th Lieutenant Over Hire (Retaining the current over-hire Patrol Lieutenant) Detective Specialist (Civilian for Investigative Services) Communication Specialist (Converting the part time Special Projects position to a full time position to manage the radio, in-car video and CCTV infrastructure) 2017 Police Department Structure: The Beverly Hills Police Department is an organization made up of two hundred thirty two (232) employees; made up of one hundred thirty two (132) sworn and one hundred (100) civilian employees. The Chief of Police is responsible for the overall direction and operation of the Department. The current and recommended organizational chart is attached. The addition of the proposed seven (7) police officers would bring the total number of sworn positions to one hundred thirty-nine (139). This structure does not include the Homeland Security Manager, previously approved by the City Council (2016), due to the fact that a portion of the duties have been shifted to the Assistant Chief of Police, and will be evaluated in FY 17!18 to determine if additional support will be necessary in the future. FISCAL IMPACT An average police officer s cost to the city is $185,882 (salary, bonus, and benefits- not including overtime) and the average cost of a police sergeant is $220,283 (salary, bonus, and benefits). With Council s authorization of a Crime Impact Team, the addition of six (6) police officers and one (1) police sergeant would allow the Department to combine the existing Page 5 of 6 3/29/2017

6 Meeting Date: April 4, 2017 functions of the Special Tactics Unit, two (2) officers and one (1) sergeant, into one Crime Impact Team. The Crime Impact Team would total two (2) sergeants and eight (8) police officers. The salary and benefits cost to reinforce the Crime Impact Team would be $1,335,576. There is no additional appropriation needed for the current fiscal year, since proposed positions will take 3-6 months to fill. RECOMMENDATION Although the conclusions and recommendations provide a blueprint for future staffing needs, Staff recommends the addition of police officers with phased implementation; starting with the Crime Impact Team, to determine the effectiveness of new positions and to providing a reasonable hiring timeline to meet the staffing requirements of any new positions. Sandra Spagnoli, Chief of Police Approved By Page 6 of 6 3/29/2017

7 Attachment 1

8 Police Department Staffing and Structure Study City of Beverly Hills, California August, 2016 The ZWorksCenter P0 Box 841 Sunset Beach, CA 90742

9 Table of Contents Preface 1 Introduction 1 Police Department Challenges and Scope of Study 2 Executive Summary 3 Police Department Background 5 Approach to Study 7 Findings and Recommendations 9 Office of the Chief 9 Field Services Division 11 Investigative Services Division 13 Administrative Services Division 14 Matters Meriting Additional Police Department Attention 15 Exhibits 18

10 Preface The purpose of this report is to provide advisory recommendations to the City of Beverly Hills on improvements to the Police Department s staffing, structure and strategies. This study was prepared by a team of independent consultants from the ZWorksCenter in Sunset Beach, California. Introduction The City of Beverly Hills, California was incorporated in 1914 and today stands as one of the premier cities in the country with a resident population of approximately 35,000 people and a daytime visitor/working population that can rise to a high as 290,000 people. Residents enjoy a very high quality of life with a small town atmosphere. Beverly Hills residents are generally considered to be accomplished and are highly engaged in the community. The schools and public safety services are the resident s most frequently mentioned points of pride and reasons for living in the city. Beverly Hills businesses are internationally recognized in the retail, visitor serving, financial, professional services and entertainment sectors. The community is home to the famous Rodeo Drive Shopping District as well as host to numerous highprofile venues and special events. The residents and businesses receive a first-class level of municipal services from the City and attentive customer service from its employees. A five-member elected City Council sets policy, establishes local laws and acts on financial matters operating as a California General Law city. The City Council appoints a City Manager who administers day-to-day municipal functions with more than 1,000 employees and a $450 million annual City Budget. I

11 The City of Beverly Hills delivers public safety services through its municipal police and fire departments. A Police Chief is appointed to direct overall law enforcement operations. The City places a high priority on public safety that is clearly articulated by the Mayor and City Council through its actions. Beverly Hills is committed to being the safest City in America City Council s adopted Strategic Vision Statement Continue to strengthen Police, Fire and Emergency Management to prevent and respond to incidents and emergencies City Council s adopted Strategic Priority FY A police department with a high quality service level to protect residents, visitors and businesses City Council s adopted General Plan It is the mission of the Beverly Hills Police Department to provide superior law enforcement service, while making out community the safest place for all people to live, work and visit City Council s adopted Annual Budget FY Police and Community Together City Council s recognized proclamation of community will Police Department Challenges and Scope of Study The City of Beverly Hills Police Department is considered to be one of the best police agencies in the nation by its residents, business community and elected officials. Over the past decades, the Department earned a reputation for excellence among law enforcement professionals. 2

12 During recent years, the Police Department has had to face new distinct challenges posed by: Police officer retirements Reduced sworn and civilian staffing Budgetary constraints Continued expectation of extraordinary customer service with less staff Internal organizational stress Increased policing workloads and time consuming legal mandates Leadership changes State of California s early prison inmate release program Enhanced public safety demands in a post-9/1 1 world Increased scrutiny of law enforcement actions In consideration of these challenges, the 7WorksCenter was retained by the City of Beverly Hills to prepare a Police Department staffing and structure study. The study recommends improvements to the Beverly Hills Police Department s operations, and identify additional work items that could potentially be included in the Department s forthcoming Strategic Plan. Executive Summary The Beverly Hills Police Department has done an amazing job of law enforcement in serving the community operating within lower levels of staffing in comparison to the past. 3

13 The 7WorksCenter s assessment of the Beverly Hills Police Department is that the Department requires additional resources to meet the City s stated commitment to deliver nationally recognized superior law enforcement services; to address distinct new challenges facing the Beverly Hills community; and, to improve the performance of the Department now and into the future. Our recommendation is that the City of Beverly Hills enhance the staffing of the Police Department; realign several of the Department s functional units; and, purposely direct staffing to reach again a level of superior police service. Recommended by the 7WorksCenter is that the City increase the police staffing by 14 sworn positions and 5 non-sworn civilian positions over a 36-month period. The first priority for staffing needs to be the hiring and deployment of police officers into the understaffed Field Services Division. As described in the study, the Investigative Division and the Administrative Division also require specific additional staffing. Importantly, recommended is the addition of a Deputy Police Chief position, designated as Second in Command and the conversion of the currently funded nonsworn civilian Administrative Services Division Commander position to a sworn Police Captain position. These positions are needed to improve internal departmental management, leadership, overall accountability, coordination, communication and supervisory consistency. Implementation of the recommendations and the deployment staffing described in this report is predicated on the availability of City financial funding resources; the managerial discretion of the City Manager and Police Chief; and, the budget/policy decisions of the City Council 4

14 Police Department Background The Department delivers 24-hour per day law enforcement services with 128 authorized sworn officers and 74 full-time equivalent civilian personnel operating within a $60 million budget. The Beverly Hills Police Department is responsible for safeguarding the lives and property of City residents. The department is a leader in early response times and its dedicated officers work with the community to keep neighborhoods problem-free. The BHPD values its reputation as an agency that earns the public trust through efficient, impartial police service. It is the stated vision of the Beverly Hills Police Department... to become the model organization of the law enforcement profession through an uncompromising dedication to public service and continuous improvement in hiring, technology and law enforcement techniques. A hallmark of the Department is its community-oriented policing delivering an extraordinary level of personal customer service. The Department typically responds to emergency calls within an exceptional three-minute response time. Police Chief Sandra Spagnoli leads the Department as its Department Head. reports to the City Manager and is accountable to the City Council. She The Department s major Divisions are: The Office of the Chief Investigative Services Division Administrative Services Division 5

15 Field Services Division The eight major functional areas of the Department are: Police Administration Police Community Relations Patrol Bureau Police Support Services Investigations Traffic Bureau Emergency Services Bureau Police Personnel & Training It is the mission of the Beverly Hills Police Department to... provide superior law enforcement service, while making our community the safest place for all people to live, work and visit It is the vision of the Beverly Hills Police Department to become the model organization of the law enforcement profession through an uncompromising dedication to public service and continuous improvement in hiring, technology and law enforcement techniques. The newly adopted values of the Police Department are: Respect Integrity Courage Commitment Honor With diligence, the Police Department has maintained among the lowest FBI Part I Crime rates in the Westside sub-region and to the envy of other agencies has a 6

16 remarkable less than three-minute average response time for police emergency calls and 97% calls are answered in ten seconds or less. Beverly Hills, by its nature, poses unique demands on law enforcement not found in other American cities, Of particular concern to the Police Department tight now and into the next 1-3 years is: The threat of terrorism in an internationally high profile community The community s proximity to high profile targets in the Los Angeles region The security needs of schools The impact of technological crimes The planning, construction and operation of two new Metro stations The increase in burglaries The increase in traffic and parking issues The impact of new development The security needs for VIP5, programs and events The resolution of contentious internal personnel matters The staffing of vacant police officer positions The increase in police use of technology The impact of additional inmate releases from State prisons The threat of attacks on local police officers Approach to the Police Department Study The first evaluative method used to examine the general overall Police Department organization was the highly regarded McKinsey 7S assessment tool. This is a 7

17 holistic method that looks at seven key organizational dimensions... Strategy, Structure, Systems, Shared Values, Skills, Style and Staff. The second evaluative method used was a composite of specific law enforcement assessment criteria obtained from the International Association of Police Chiefs (IACP) and the International City Managers Association (ICMA). While there is no single universally accepted tool for evaluating police departments, the selected assessment criteria from these professional associations included... policing philosophy, workload, response time, staffing per thousand population, crime rates, calls for service, coverage, reactive vs. proactive policing time, officer safety, community issues, performance measures, etc. Thirdly, in assessing the police department, the consulting team applied its more than 100 years of combined experience directing, managing, training and evaluating public safety agencies. The Staffing and Structure Study for the Beverly Hills Police Department was conducted by the YWorksCenter consulting firm and completed by the team of Paul Cappitelli, MPA; James Evans, PhD; and, William P. Workman, MPA. The independent consulting firm s core purpose is to help build excellence in people, organizations and communities. Its focus is to shape solutions for clients that are practical, ethical and professional. The foundation for the study s findings and recommendations was built upon extensive organizational research and stakeholder engagement. This included: Interviewing elected, appointed and management officials Conducting focus groups with employees, residents and businesses Interviewing managers, supervisors and employees 8

18 Surveying the community and departmental employees Comparing practices, benchmarks and performance criteria Collecting and evaluating data Identifying key issues, priorities, strategies and practices Evaluating strengths and weaknesses Determining the unique internal and external needs Analyzing, reasoning and reaching conclusions Findings and Recommendations The following findings and recommendations were prepared within the context of the unique environment, policing style and challenges facing Beverly Hills described in the content of this report. Office of the Police Chief Leadership and accountability are the most important component to the success of a police department. The Office of the Police Chief is responsible for overall departmental leadership and direction. Based on our assessment of City priorities, organizational needs and opportunities for improving departmental effectiveness, the recommendations for the Office of the Police Chief are: Transfer the Personnel and Training Bureau from the Administrative Services Division to the Office of the Police Chief. Decisions related to hiring, promotion, training, evaluation and discipline must have senior executive attention to ensure the top-level performance of sworn and civilian employees and conformity with personnel policies and law. 9

19 > Add one Deputy Police Chief position. The department functioned with this position from This new (former) position would be responsible for the daily operations of the Department strengthening the quality of departmental management, enhancing internal communication and coordination between Divisions as well as raising the level of supervisory accountability. This classification is distinguished from the Police Captain class, by having a higher level of responsibility, creating a true second in command and having a considerable greater scope of managerial and administrative duties. The position would lead implementation of Best Practices and set objectives for sergeants, lieutenants and captains. Key to this position is that it would permit the Police Chief to focus on necessary organizational development and important change management matters, departmental strategic planning and execution, and leadership engagement internally and externally leadership engagement. Without this position, the Police Chief into the future would only be able to make incremental progress on areas of critical departmental and citywide concern. This position would also be critical in overall management related to the public safety issues and strategies regarding the metro purple line extension. In addition to coordinating emergency management response, which currently is the responsibility of the on-duty Watch Commander. Centralizing these functions is critical to incident management and also the future of safety in and around the new metro stations. > Add one administrative analyst position to streamline and centralize departmental purchasing and resource management in order to resolve identified procurement problems Add one police officer position deployed as a School Liaison Officer dedicated to Beverly Hills High School for proactive planning, coordination, information gathering and communication on school/community public safety matters 10

20 > Establish a practice of conducting a department strategic planning workshop every six months to review progress, refresh and reaffirm departmental goals and objectives in conjunction with the City s goals and in alignment with the resources allocated in the annual City budget Develop a departmental succession plan, pursuant to the Management Partners Report, for preparing Department employees for new assignments and promotion, and, the ready the department for inevitable staffing transitions > Develop a contemporary training plan that meets or exceeds mandated law enforcement requirements using improved training methods as well as builds quality interpersonal, team, supervisory and customer service skills Field Services Division The core of a police department is embodied in the field officers protecting and serving the community. The Field Services Division is responsible for proactive policing and response to calls for service. Based on our assessment of the Division, it is significantly understaffed for the job that it is tasked. The City takes great pride in its 3-minute response time. Officers enjoy tremendous respect, appreciation, trust and support from the community. Officers have done an amazing job in providing a very high level of professional police service with staffing levels 12-15% lower than a decade ago. However, in our analysis, field officers are in a constant response mode with little time for proactive policing that should represent 60% of their activity. Magnifying this situation is the no call is too small brand of response and the extraordinary 11

21 customer service time spent by officers during responses. The result has been a decline in officer-initiated activity. (Refer to Exhibit A ) Since 2013, traffic officers and patrol officers have encountered a dramatic decline in their available policing time and enforcement time. In June, 2013, the County of Los Angeles moved their Traffic and Criminal Court from its former location adjacent to Police Department to the LAX-adjacent Airport Court House. This results in officers having to adjust schedules to accommodate new travel and court waiting time instead of being on local patrol. This remote courthouse locale places an added court time burden on all members of the Department whenever they must appear in court including prisoner transportation duty. In the year prior to the Court s relocation, the traffic motor enforcement unit spent approximately 154 hours in court duty. In 2015, the traffic motor enforcement unit spent approximately 336 hours in court duty representing a 55% decrease in service to the community. (Refer to Exhibit B ) The workloads, service expectations and issues for Beverly Hills police officers to handle are complex and increasing. The staffing levels in the patrol, traffic and emergency services bureau need to be addressed. Our recommendations are: Add six police officer positions deployed in the Patrol Bureau for proactive policing purposes in cars, on bikes, and/or on foot in the commercial districts and potential use to reinstate crime suppression and special enforcement units. Patrol officers should be Available on Radio (AOR) 60% or more of the time.i At present, BH officers average 40% AOR time. Add two Police Officer positions deployed in the Traffic Bureau for proactive traffic enforcement, DUI enforcement and pedestrian and bicycle safety purposes. This new staffing should be deployed to traffic motor enforcement ; Source: Published research from ICMA and IACP. 12

22 unit for greater mobility in heavy traffic. The number of traffic officers generally has not been increased from the early 1930 s, while traffic remains the number one complaint received by the police department and the number of motorists have significantly increased especially in the last 10 years. The increase in traffic-related challenges will increase in the near future as well. (Refer to Exhibits B, C and D ) > Add one Police Officer position deployed to the Emergency Services Bureau for improved preparation in response to emergency events Retain funding for existing over-hire lieutenant position to provide 24/7 watch commander coverage on patrol Without these positions, the City can expect to see a discernible separation away from the aspiration of being The Safest City in America. Investigative Services Division The prevention and investigation of criminal activity is central to creating a safe community. The Investigative Services Division is responsible for detective, investigation, identification and prevention activities. Based on our assessment of the Division, additional staffing should be added to improve its effectiveness. Our recommendations are: - Add two police officer positions deployed in the Investigations Bureau as detectives to meet increased investigative requirements, reestablish proactive activities particularly in the area of drug enforcement and to complete investigations on a timelier basis. The significant increase in tech crimes requires added police resources 13

23 v- Add one civilian non-sworn Investigations Specialist position to assume timeconsuming court document requests and court processing requirements presently being done by the detectives Administrative Services Division The infrastructure of a police department is underpinned by the functions carried out by its support services unit. The Administrative Services Division is responsible for operational support activities including communications services, records, property and evidence, jail and special projects. Based on our assessment of the Division, added civilian staffing is needed to keep pace with the higher workload demanded by the public as well as the increased workload caused by the addition of sworn officers. Recommendations are: > Add two Records Clerk positions deployed to assist officers the Investigative Division and Field Division complete their assignments. The demand for public records act requests paper, audio, video and digital - has increased exponentially with the addition of more surveillance cameras in the City and with the anticipation of an even higher demand in the future. Consider over-hiring of Dispatcher positions upon determining staffing needs resulting from the completion of a succession plan > Add one administrative analyst position to respond to increased requests for information and statistical analysis from both the Police Department and Fire Department,- Convert the vacant civilian non-sworn Administrative Division Commander position to Police Captain classification to direct the Division and provide increased law enforcement oversight of the jail 14

24 > Retain funded over-hire lieutenant position to provide 24/7 watch commander coverage on patrol Convert existing 960-hour Special Projects Specialist to a fulltime civilian position. Demand of this position has increased due to implementation of technology, and will have greater demands going forward as body cameras and other specialized equipment are implemented. Matters Meriting Additional Attention As the ZWorksCenter consulting team assessed the Beverly Hill Police Department, a variety of organizational matters outside the scope of our project came to our attention. Those mailers we believe warrant additional study and review include: Evaluation of the City Tow Yard program based on the civilian and sworn staffing time dedicated to the program in relationship to its impact on service and costs/revenues Evaluation of the Pay-to-Stay Jail program in relationship to its impact on service and costs/revenues Evaluation of over-time approval processes in relationship to supervisory practices Evaluation of the contracted Jail management program in relationship to accountabilities, costs/revenues and its management Evaluation of emerging technologies as enhanced tools for police officers in relationship to improved police officer effectiveness 15

25 Evaluation of departmental team and trust building programs to implement in relationship to improving internal communications and resolution of internal organizational differences Evaluation of an assignment rotation program in relationship to broadening police officers experience, better connecting Divisions and improving preparedness for promotions Evaluation of property storage, evidence storage, crime scene processing and forensic analysis in relationship to Best Practices and conformity to legal standards Evaluation of the physical layout of the Police Department space in relationship to improving staff adjacencies, communications and teamwork. Evaluation of the Department Policy Manual in relationship to current law and contemporary police practices Evaluation of the Neighborhood Watch program in relationship to its effectiveness and the recent experience of lower levels of participation Evaluation of a new staffing schedule for the Records Unit to better serve the Department and customers; assess hours of operation. 75% of other departments in L.A. and surrounding areas do not staff 24- hour records operations Evaluation of the crime analysis function to improve information and communication dissemination to Department Divisions in relationship to plotting crime trends, proactive policing and predictive enforcement 16

26 Evaluation of ways to improve inter-departmental relations between the Police Department and other City Departments in relationship to communication, planning, coordination and project execution Evaluation of new methods to assist employees in relationship to them returning to work in a modified or full duty role after categorical absences Evaluation of ways to improve the subpoena process with the District Attorney s Office in relationship to better coordination of court time requirements Evaluation of means to foster effective, continuous and productive intergovernmental relations with the Beverly Hills School District in relationship to planning, security, crime prevention, communication and educational support Conclusion The findings and recommendations presented in this report concerning the Police Department s staffing, structure and strategies are advisory to the City of Beverly Hills. Prioritization and funding of the recommendations are entirely within the purview of the City. Sincere thanks are extended from the 7WorksCenter consulting team to the many participants in the study that made this report possible. Exhibits: A. CALLS FOR FIELD SERVICE f Includes Self-Initiated Activity) B. TRAFFIC STATISTICS C. DUI ENFORCEMENT 17

27 D. CITATION STATISTICS Exhibit A Calls for Service/field Activity: ,000 4, , ,549 54, , ,336 / ,

28 Exhibit B Traffic Stats YEAR DUIARR CITES , , , , , , , , , , , , , , , , , , , , , , , , ,855 79

29 Exhibit C 450 DUI Arrest Stats ( ) I Year 20

30 Exhibit D 25,000 Citation Statistics ( ) 20,000 15,000 10,000 5, Year 21

31 Attachment 2

32 Current Organizational Chart Beverly Hills Police Department Chief Sandra Spagnoli I I I Professional Standards Community Relations Intelligence Unit 2 Sergeants 1 Sergeant 1 Sergeant 1 j I Officer 1 Officer t H 2 Officers 1 PT SpecIalist 14 Cadets Operations Division 1 Captain Administrative Support 1 Sr. Management Analyst 17.3.o2

33 Attachment 3

34 4-a CD c) CD C 0 4-a CD N C CD 0 -D UU,