Evaluation of the Police Department and Police Services

Evaluation of the Police Department and Police Services Alternatives for Calistoga, California

Scope of Work for the Project t Evaluate and analyze the Calistoga Police Department’s workload, staffing, operations and current service delivery to the community. t Compare these services with law enforcement best practices and make improvement recommendations. t Compare and evaluate the issues of recruitment, retention, sustainability of CPD and make recommendations regarding improvement opportunities. t Analyze the feasibility of contracting with St. Helena PD and the Napa County Sheriff’s Office. t Evaluate other reasonable options to provide law enforcement services to Calistoga.

Calistoga Police Department Chief and Lieutenant (vacant) Admin. Operations Sergeant Corporal (1) Officer (3) SRO (grant) Corporal (1) Officer (3) Records Supervisor Dispatchers (3 FT and 3 PT) Community Service Officer PT Parking Officers

Staffing Issues and Concerns u Calistoga PD has 13 authorized sworn positions (including the new SRO) but has suffered significant staff shortages over the last several years. è As many as five vacant positions which is over 35% of staff è St. Helena staff has routinely worked OT to supplement CPD u Calistoga’s community generated workload is low but the minimum staffing level on Patrol 24 / 7 is two sworn staff – most of the time this is one is a Corporal or Sergeant. u One new School Resource Officer position was added (grant funding) in 2020.

Community Workload Analysis and Other Project Tasks t We obtained analyzed 2019 calls for service to determine the level of committed and proactive time, including: è Community generated calls for service è Officer initiated activity t We evaluated other work performed by staff. t We evaluated current patrol deployment staffing. t Recommendations were made to improve police services and reduce attrition of sworn staff.

Patrol Calls for Service in 2019 u CPD responded to 2, 185 community generated calls for service (average of 6 per day). Calls for Service by Hour 200 Number of Calls 175 150 125 100 75 50 25 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Hour of the Day (1 = Midnight - 0100) 18 19 20 21 22 23 24

Most Frequent Calls for Service Type of Call Number Percent Suspicious Circumstances 303 14% Disturbance 245 11% Assist Other Agency 111 5% Be on The Lookout 106 5% 911 Call (not specified) 94 4% Animal 82 4% Public Service 81 4% Emergency Medical Service 75 3%

Response Times to Calls in 2019 u Response times are very good to all type of incidents. u Priority 1 are emergency calls for service, Priority 2 are urgent calls for service and Priority 3 are cold calls or not criminal incidents. Call Priority # of Calls Call Processing Travel Time Response Time Priority 1 467 4. 4 2. 6 6. 9 Priority 2 830 6. 3 2. 2 8. 4 Priority 3 888 7. 5 1. 8 9. 3 2, 185 6. 3 2. 1 8. 5 Total

Proactive Time Guidelines u “Committed time” is the time required to handle community generated calls for service, writing reports and booking prisoners. u “Proactive time” is the amount of time remaining. Much is accomplished during “proactive time”: briefing, breaks, meetings, neighborhood patrols, traffic and pedestrian contacts. u An optimal level of proactive time for most larger law enforcement agencies is between 40% and 50%. u Calistoga’s overall “proactive” time level is significantly above 50% – this is not unusual for small police departments.

Proactive Time in 2019 u CPD did not always have two officers on duty 24/7 during the year but still had an overall average proactive time of 88%. u The high level of proactive time allows officers to be engaged in a significant level of self initiated activity and addressing community issues. Midnt. 4 AM 8 AM 12 PM Noon 4 PM 8 PM Midnt. Avg. Committed 7. 6% 4. 8% 11. 2% 12. 3% 19. 4% 15. 7% 11. 8% Proactive 92. 4% 95. 2% 88. 8% 87. 7% 80. 6% 84. 3% 88. 2%

Policing Needs in Calistoga t Due to the low workload levels, Calistoga Officers will continue to have a significant amount of time for addressing beat and community issues. t Calistoga PD staffs to the minimum level required (two officers 24/7) so reducing staffing is not an option. t A major goal is to maintain a stable workforce that has a balance of officers with years of experience as well as new officers. t Allied with that, reduce the number of sworn staff that leave Calistoga PD for another law enforcement agency.

Four Options for Improving Policing in Calistoga t Maintain a ‘stand-alone’ Calistoga Police Department that only occasionally needs the assistance of outside agencies t Maintain a Calistoga Police Department but one that partners with the St. Helena PD in sharing communications services t Contract with Napa County Sheriff’s Office to provide all police services in Calistoga t Contract with St. Helena to provide all police services in Calistoga t Each of these options are discussed in the next slides.

Policing Alternatives – Maintain Calistoga PD t There are several recommendations to improve the stability, functioning and effectiveness of CPD, they are: Recommendation Estimated Annual Cost Increase the recruiting budget Over-hire one Officer position (actual net cost would be significantly less) 30, 000 100, 000 Change to a PERS 2. 7 @ 57 Plan 70, 000 Add one Dispatcher/Records Technician 70, 000 New Annual Costs Fill the Lieutenant Position Total Estimated Annual Cost $ 270, 000 212, 000 $ 482, 000

Policing Alternatives – Maintain Calistoga PD (2) t The estimated FY 2020 -21 personnel CPD budget with funding all of the recommendations ($482, 000): Recommendation Estimated Annual Cost CPD Personnel Budget FY 19/20 $ 2, 073, 336 5) Est. (+3%) Personnel Budget FY 20/21 $ 2, 135, 536 CPD Recommendations $ Estimated “Enhanced” CPD Budget $ 2, 617, 536 482, 000

Policing Alternatives – Contract with Napa County Sheriff t Contracting with the NCSO would require the following NCSO sworn staff and maintain the civilian Calistoga CSO. # Cost per Position NCSO Lieutenant 1 320, 759 NCSO Sergeant 4 275, 483 1, 101, 933 NCSO Deputy (Officer) 6 236, 100 1, 416, 602 Calistoga CSO 1 129, 060 Staff Position Personnel Cost Estimated Annual Cost $ 2, 968, 355 t There may be additional costs required for dispatching.

Policing Alternatives – Contract with Napa County Sheriff (2) t The cost difference between maintaining CPD and contracting with the NCSO is: Item Total Cost Personnel Cost for NCSO Contract $ 2, 968, 355 Est. (+3%) CPD Personnel Budget FY 20/21 $ 2, 135, 536 NCSO Contract > CPD Cost $ Percentage Enhanced CPD Budget NCSO Contract > Enhanced CPD Budget Percentage 832, 819 39. 0% $ 2, 617, 536 $ 350, 819 13. 4%

Policing Alternatives – Contract with St. Helena PD t Contracting with SHPD would require the following SHPD sworn staff and maintain the civilian Calistoga CSO. # Cost per Position SHPD Lieutenant 1 247, 238 SHPD Sergeant 2 217, 802 435, 604 SHPD Officer 8 175, 012 1, 400, 095 Calistoga CSO 1 129, 060 Staff Position Total Personnel Cost Estimted Annual Cost $ 2, 211, 997 t There may be additional costs required for dispatching.

Policing Alternatives – Contract with St. Helena PD (2) t The cost difference to maintain CPD with an enhanced budget is approximately $400, 000 more than contracting with the SHPD: Item Total Cost Total Personnel Cost $ 2, 211, 997 Est. (+3%) CPD Personnel Budget FY 20/21 $ 2, 135, 536 SHPD Contract > CPD Cost $ Percentage 76, 461 3. 6% Enhanced CPD Budget $ 2, 617, 536 SHPD Contract < Enhanced CPD Budget $ (405, 539) Percentage (15. 5%)

Recommendations – Maintain the Calistoga Police Department t Budget approximately $30, 000 annually for recruiting. t Calistoga should authorize one Officer “over-hire” position to reduce the vacancies. t Increase the sworn employee retirement benefit to the PERS 2. 7% @ 57 plan for new employees. t Recruit for and fill the vacant Lieutenant position. t Adopt and maintain a minimum staffing level for CPD of two sworn staff 24/7; one being a Sergeant or Corporal. t Explore the feasibility of providing a joint Dispatching & Communications Center with St. Helena PD.