2023 Staffing and Response Update

VallejoPolice Department

2023Staffingand ResponseUpdate

JasonTa InterimChiefofPolice

•

•ConsequencesofContinuedStaffloss

•Morale

•AccomplishmentsDespiteChallenges

•RecommendedNextSteps

Theprimaryresponsibilityofapolicedepartmentisto ensurecommunitysafetyandrespondtocallsforservice

•Howmanyofficersareneededtohandleone event?

•Howmanyofficersareneededfortheentire shift/day?

•Variablestoconsider:

–Typesofcrimes;levelofseriousness

–Responsetimes

–

Volumeofcallsforservice(CFS)

Staffing

Staffing Current

•82Sworn–Allranks

•3Traffic(1Lt.,1Cpl,1Ofc.)

•7Detectives(1Lt.,1Sgt.,1Cpl,4Ofcs.)

•1KaiserOfficer

•3InternalAffairs(1Lt.,2Sgts.)

•4DOJTaskForce(1Capt.,1Sgt.,2Ofcs.)

•5PoliceAssistants

•15Injured/Modified(13DIS;2MOD)

•2ExecutiveStaff

•67FullDutySworn–AllRanks

•36OfcsinPatrol;8Supervisors

Vacancies

•42Funded-Sworn

•8PoliceAssistants

•8Dispatchers

OfficersHired&LateraledAway 2018to2023

21OfficersLateraledtoOtherPoliceAgencies

•9.5%(2/21)had22.5yearsofservice

•19%(4/21)hadlessthan17yearsbutmore than10yearsofservice

•33%(7/21)hadlessthan10yearsbutmore than5yearsofservice

•38%(8/21)had5yearsorlessyearsof service

•71%(15/21)oftheofficersthatlateraled awayhad10yearsorlessofservice

OfficersLateraledtoTheseSpecificAgencies 2020to2022

•NapaPD9.5%(2/21)

•NapaSO28.6%(6/21)

•NapaCombined38%(8/21)

•

SolanoCountySO14.3%(3/21)

•SolanoCountyDA14.3%(3/21)

•

SolanoCombined28.6%(6/21)

CurrentOfficerResignations,Retirements

&inTraining&Recruitment

Resignations

•ThreeofficershaveresignedYTD

•Twocurrentlyinbackgroundwithotheragencies

Retirements

•Sixareeligiblenow;eightwillbeeligiblethisyear Training

•OnerecruitofficerhasstartedFieldTraining Academy

•OnerecruitofficerwillcompleteacademyJune2023

PoliceOfficerRecruitment–Continuous

•Threeinprocess

RecruitmentEfforts

•OutsideRecruiter

•Colleges-JobFairs

•PoliceAcademyGraduations

•MilitaryBases

•Farmer’sMarket

•CommunityEvents

•Flyers&OtherAdvertising

•Lookinginto:BillboardAdvertisements

Sgt.BetsySmithwiththeNationalPoliceAssociationsaysmoremid-sizecities areseeingariseincrimefromhomicidestocarjackingsandsexualassaults, allwhilethenationfacesashortageofpoliceofficers.

“Americanlawenforcementisseeingrecordnumbersofresignationsand retirementsandwejustcan'tgetyoungpeopleinterestedincomingtothe profession,”Smithsaid.“Weneedtoliftuplawenforcementofficersand encouragemoretostay.”(December21,2022)

Source:Manymid-sizecitiesstrugglewithspikesinviolentcrime,policeshortages|WPMI(mynbc15.com)

ResponseTimes&Priorities

Priority1Calls-Thehighestprioritycallsarethose inwhichthephysicalwell-beingofapersonisin jeopardy,oraninprogresspropertycrime (domesticviolenceinprogress,medicalcalls,etc.)

Priority2Calls-Thesecallsforservicedonot requireanimmediateresponse.Allcallsofthis typemustbecarefullyandaccuratelyevaluated bythecalltakertoensurenopersonisin immediatedanger.Ifacircumstancecausesa priority2calltobeupgradedtopriority1,the dispatcherhastheauthoritytomodifythecall priority.(415v,594p,etc.)

Priority3Calls-Thesecallsforservicearereport callsorcallswherenopersonorpropertyisin jeopardy.Ifitappearstherewillbeadelayof overanhourthenthecall-takershouldattemptto callthereportingpartybacktoadvisethemofthe delayandisnotedinthecall.(coldreports, property,etc.)

TargetResponseTimes

WithAppropriateStaffing…

PriorityOneTargetResponse

•Sixminutes(2022Ave.11.18min)

PriorityTwoTargetResponse

•11minutes(2022Ave.121.89min)

GOAL:

Retain/Recruitenoughstaffingto:

1.ReducePriority1responsetimeby~5minutes

2.ReducePriority2responsetimeby~110minutes

Source:www.city-data.com

PossibleService&StaffingResponses withDecreasedStaffCapacity

1.Servicemodelreduction

–triggeredat~67fullduty-swornofficers

2.Intermittentlyrotatingofficerstopatrol

–triggeredat~65full-dutyswornofficers

3.Collapsingtraffic&detectives

–triggeredat~60full-dutyswornofficers

4.Modifyingallpatrolshiftsto12-hourtours

–Triggeredat~56full-dutyswornofficers

*Inadditiontostaffing,ResponseTimeswillbeprimaryevaluationmetrictodeterminenecessaryphase

PossibleService&Staffing Response

Phase1

•ServiceModelReduction

–

Canimplementimmediately

–Providesadditionaltimeforofficers toinvestigatehigherpriorityevents

–Providesmoretimeforvisible patrolling

–

EventswithNoResponse(NR)may escalatetoahigherpriority

–Willcauseadditionalcommunity dissatisfaction

*ResponseTimeswillbe primaryevaluationmetric

Phase2

PossibleService&Staffing Response

•Intermittentlyrotatingofficersto patrolshifts(Traffic&Detectives)

–Providesadditionalpatrolresources

–Willdetractfromtheofficer’s currentresponsibilities

–Willcauseadditionalcommunity dissatisfactioninspecialtyareas

–Consideration:Willshiftless experiencedofficerstothesame shift

–Willlikelyaccelerateemployee dissatisfactionandresignations

PossibleService&Staffing Response

Phase3

•CompletelyCollapsingTraffic& Detectives

–Providesadditionalpatrolresources

–Willeliminatetheofficer’scurrent responsibilities

–

Willcausesignificantcommunity dissatisfactioninspecialtyareas

–

Consideration:Willshiftless experiencedofficerstothesame shift

–

Willlikelyaccelerateemployee dissatisfactionandresignations

PossibleService&Staffing Response

Phase4

•Modifyingallpatrolshiftsto12-hour shifts

–

Providesadditionalpatrolresources

–Willcausesignificantcommunity

dissatisfactioninspecialtyareas

–Consideration:Willshiftless experiencedofficerstothesameshift

–

Willgreatlyaffectemployee

dissatisfactionandaccelerate resignations *Thisresponsegoesagainstthe currentMOUandwillrequirea DeclarationofaStateof Emergencytoimpose

ConsequencesofContinuedLossofStaff

•IfVallejoPDcannotprovideits residentswithbasicpoliceservices, theSolanoCountySheriffsOffice maybeaskedtoassumepolicing servicesforthecityofVallejo

•Lossoflocalcontrol

•TheSheriffwilldeploytheirpolicing resourcesbasedontheirpolicies

•FiscalImpact

OtherIssuestoAddress

•PublicSafetyMorale

–BakerTillySurvey-Identifiedmorale issuesrelatedto:

•Lackofcommunityandcouncil support

•Lackofmovementonpolice headquartersbuilding

•Lackofcontract

•Unachievableexpectations:

–Priority1vs.2&3

–OnlyrespondingtoP1

–QualityofLifevsViolentCrimes

AccomplishmentsDespite Challenges

Inadditiontodailydutiesandpatrol:

•ContinuedReductioninUseofForce

•NoofficerCriticalEvents

•Grants-iHART;MobileMentalHealth response

•CommunityEngagement

•Increasedpatrolsrelatingtocrime

–Prostitution

–Businesses

•Districtcleanupsinitiated

OngoingSupportandNextSteps

•Phase1–ServiceModelReduction

•Recruitment&Retentionbonusestoretain/attract officers

•BakerTillyStrategicPlan&TeamBuilding

–Februarysurveysofallstaff

–

April/Mayteambuildingactivities

•CityCouncilInteractions-Ride-a-Longs,Use ofForceSimulatortraining,DispatchSit-a-longs, Facilitytours

•AdditionalCommunityOutreach;CitizensAcademy

•SecureaPoliceHeadquartersBuilding

•OngoingSupport&RelationshipBuilding

•Additionaltrainingsforstaff

•Measuringoutcomesandmoralemovingforward

InterimChiefofPolice