HomeMy WebLinkAbout2012/05/24 Item 1 Additional Information (2)~.~
FY 2072-2073 Capital Improvement Program
By Asset System
Drainage
7
General
Government
Wastewater
24%
Roadw ay
66%
Parks
12%
- Prop 84 Statewide Park Funding for Orange Park - $2.SM
- Highway Bridge Program (HBP) Funding
• Willow Street Bridge
• Heritage Road Bridge
- Award of various other transportation grants totaling $524,449 from
Highway Safety Improvement Program (HSIP), Bicycle Transportation
Account (BTA), and State Safe Routes to School
- Third Avenue Streetscape Project
- HUD Section 108 Authorization to include Del Mar Avenue and Elm
Street Improvements to the original Castle Park project
- Various regional partnerships to build infrastructure
' ••• -• 1 '
FY 12113 Capital Improvement Program
By Funding Source
^ General Fund
6N 1g% 6~ s/ ^Traffic SlgnalBTrans Dev.
^ Transnet
3% 26%
O Panting fvleter
^ Rop 84
9 % ^ CDBG CIP
^ Sewer
1~ OOR Villaget AD 7-2
24% ^ fvfiscl. Trans. Grants
2% 14% ^Highw ay Bridge
D Traffic Congestion
~ ~ • • • ~ ~
-.• ..
FY 12/13 Capital Improvement Program
By Location
2%
21%
41°/a ^ Bayfront
8% ^ Cityw ide
^ Eastern
O IJOrthw est
^ Southwest
28%
- Highway Safety Improvement Program (HSIP) Grant for Signal
Modifications /Improvements at Railroad Crossings
- Bicycle Transportation Account (BTA) Grants
• Industrial Boulevard, L St to Moss St
• Orange Avenue, between Loma Ln and Melrose Ave
- Safe Routes to School Grants
• Cook Elementary School
• Quintard Street
- Urban Greening Grant
- Municipal Solar Photovoltaic Phase II
City's Website:
www.chulavistaca.~ov
Documents are available at:
City Clerk's Office
Civic Center Library
Otay Ranch Library
South Chula Vista Library
http://209.242.148.137/ArcGIS/cipmapper. htm I
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*~~ Chula Vista Police Department
•, ~ Office of the Chief of Police
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• ~ ~ • ~ ~
DATE: May 24, 2012
TO: The Honorable Mayor and City Council
VIA: Jim Sandoval, City Manager
FROM: David Bejarano, Police Chief C~P,u~ Gcx.Dt3
SUBJECT: Police Patrol Staffing Study Timeline
Per your request, attached please find a graphic depicting by date of implementation,
the various objectives intended to achieve an appropriate percentage of proactive patrol
time, as recommended by Matrix Consulting in their 2012 CVPD Patrol Staffing Study,
(phase one of a two-part analysis).
As discussed during our presentation to Council on 5/22/12, the objectives build on an
existing baseline of 93 officers assigned to patrol with 22% available proactive patrol
time, (averaged over calendar year 2011). These objectives will enable us to achieve
38% proactive patrol time by January 2013, with the goal of maintaining that level at
40% or more by July 2013.
Although the draft report for phase one is still being proofed and finalized, I have also
provided for reference a copy of the recommendations included therein. While some
minor edits to this section have yet to be made, the recommendations will be the same.
We will provide to Council the phase one report in its entirety by June 1.
If you have any questions, please let me know. Otherwise, I look forward to discussing
these recommendations with you further during this evening's budget workshop.
Chula Vista Police Department
Patrol Staffing Study Implementation Plan
Baseline = 93 Patrol
Officers (avg ); 22%
Proactive Time
Cost already identified
in proposed FY 2013
Budget
Impact of proactive time
not realized until mid-
summer 2013
Possible net impact to
proactive time not
included In total
August 2012
Hybrid 4/10 - 3/12.5
schedule (tentative;
pending POA & Council
approval)
Cost = $23K
Net impact to proactive
time = +2%
July 2012
Transfer (2) Peace
Officers/Agents to patrol
from regional task force
positions
Cost =None
Net impact to proactive
time = +2%
October 2012
Add (2) Peace Officers
(full duty and impact
achieved mid-summer
2013)
Cost = $230K
Net impact to proactive
time = +2%
July 2012
Revise dispatch
protocols 8 patrol
operational guidelines
Cost =None
Net impact to proactive
time = +7%
January 2013
NetRMS productivity
(report writing;
connectivity; software
upgrades)
Cost =None
Net impact to proactive
time = Unk. (up to +5%)
Add 2.5 CSO's to patrol
Net impact to proactive
time = +2%
January 2013
Maintain patrol staffng
at 98 full-duty officers
Cost =None
Net impact to proactive
time = +3%
Verified burglary alarm I
response
Net impact to proactive)
time = +5%
+2% impact of October
2012 hires achieved
July 2012 = 31 % January 2013 = 36% July 2013 = 45%
Percentage of proactive
patrol time achieved by
date of implementation °
August 2012 = 33 /o
Timeline excludes objectives that do not increase available proactive patrol time
CITY OF CHULA VISTA, CALIFORNIA
DRAFT Phase I Report of Patrol Operations
8. PHASE I REPORT RECOMMENDATIONS.
The following recommendations are made based on the analysis, findings and
conclusions noted throughout this report.
Recommendation: As practical, strongly negotiate for a comprehensive 12-hour
shift program in-lieu of a 4/10 or "hybrid combination shift" to be implemented
within Chula Vista Police Department Patrol Operations. As noted, this should be
designed with three 12-hour shifts in six teams: two normal shifts and one Power
Shift. Implementation of a 12-hour program will have a dramatic impact on
proactive time availability and the attendant benefits.
Recommendation: Maintain the existing Patrol Operations organizational
structure and supervisory staffing with one exception: five (5) lieutenants should
be assigned to Patrol Operations as Watch Commanders instead of the existing
four positions. 24/7 mid-management coverage of police operations is consistent
with best practice, particularly in departments of Chula Vista's size.
Recommendation: If a 12-hour shift program cannot be negotiated, hire five (5)
police officer positions at and estimated cost of $545K annually and assign the
majority to cover the daytime period. This hiring level assumes most operational
recommendations herein that impact proactive time will be implemented.
Recommendation: Hire five (5) Community Service Officer positions at an
estimated annual cost of $310K and deploy them to Patrol Operations irrespective
of the shift schedule implemented. These staff will be used to implement
differential police response activities as discussed in this report and should
impact proactive patrol by approximately +5% overall.
Recommendation: Implement verified response, discussed in this report, for
residential and commercial alarms (non-panic) likely resulting in a 90% reduction
in these call types and increasing overall proactive time by +5%.
Recommendation: Aggressively address remaining NetRMS issues to include
hardware platform shortcomings, network connectivity problems, and a variety of
end-user issues. The CVPD should implement a NetRMS Users Group made up
of several different sworn and non-sworn positions of various ranks to meet
monthly to be held accountable for addressing a NetRMS "punch list." Reduction
in report writing time by 25% can potentially increase overall proactive time by
+5%.
Recommendation: Adopt dispatching protocols and patrol operational policies to
overall reduce the total average patrol units sent to calls for service from 1.86
units to 1.60 units. This level of police response is not consistent with
Matrix Consulting Group Page 103
CITY OF CHULA VISTA, CALIFORNIA
DRAFT Phase / Report of Patrol Operations
benchmarks for officer back-up rates and should be moderately lowered resulting
in a positive impact to proactive time of approximately +7°/, overall.
Recommendation: CVPD and GMOC response times should be considered
desirable targets as opposed to directives upon which to build patrol staffing
levels. While an appealing customer service metric, police response time should
not be a fundamental building block linked to patrol staff resources as such an
approach can ultimately have undesirable outcomes for the City to include
unnecessarily increased policing costs, refused building permits, etc.
Recommendation: CVPD and GMOC should adopt as a key performance
objective a minimum of 38% overall proactive time annually for CVPD Patrol
Operations.
Recommendation: Implement an Automatic Vehicle Locator System for Patrol
Operations linked to dispatch real-time mapping thereby allowing Dispatch to
deploy the closest patrol unit to a community generated call for service
irrespective of sector/beat assignment. This should augment response times at
an approximate installation cost of $500 per patrol unit.
Recommendation: Purchase and install Corona Solutions (or equivalent) beat
configuration and scheduling software which will allow near "real-time" beat re-
design and shift scheduling adjustments based on various patrol workload
metrics. Estimated software cost is $60,000. Beat re-design should have a
marginal impact on officer safety and response time pertormance.
Recommendation: Establish a Dispatch Operations performance objective of an
average of one minute call receipt to unit(s) dispatched for Priority 1 calls for
service designed to improve current performance by approximately 18 seconds
per call.
Recommendation: Strongly consider Patrol Operations and Dispatch operational
revisions as discussed in this report. These efforts should have a measurable
impact on response time performance.
Matrix Consulting Group Page 104