HomeMy WebLinkAboutC39610 - Feasibility of Developing a Shared Contract - Final ReportFeasibility of Developing a Shared
Police Services Contract
CITIES OF INDIAN WELLS, LA QUINTA, PALM
DESERT AND RANCHO MIRAGE, CALIFORNIA
FINAL REPORT
matrix
consulting group
June 6, 2019
TABLE OF CONTENTS
1 EXECUTIVE SUMMARY
2 EVALUATION OF PATROL SERVICES IN EACH COMMUNITY 5
3 PATROL PROACTIVE TIME CALCULATIONS AND FOUR CITY 57
[Ito] ►yif 9_1 z-moji K
4 DEVELOPING A FOUR CITY CONTRACT WITH THE RCSD AND COST 73
SHARING OPTIONS
APPENDIX — PATROL STAFFING FACTORS AND GUIDELINES FOR 79
COMMUNITIES
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
1. EXECUTIVE SUMMARY
The Cities of Indian Wells, La Quinta, Palm Desert and Rancho Mirage contracted
with the Matrix Consulting Group in February 2019 to conduct a review of police services
workload and assess the feasibility of developing a joint contract with the Riverside
County Sheriff's Department to provide law enforcement services to the four communities.
This ,project began in 2018 when the City of La Quinta contracted with the Matrix
Consulting Group to conduct an evaluation of the staffing and workload for the cities of
La Quinta, Palm Desert and Indian Wells. In 2019 Rancho Mirage decided to participate
in this more detailed workload evaluation and comparison that began in February 2019.
The scope of work for this project includes:
• Evaluating the staffing level and number of contracted daily patrol hours for the
cities.
• Obtaining the calendar year 2018 Computer Aided Dispatch (CAD) system data
showing the calls for service and other workloads in each city and related data for
these incidents.
• Calculate the number and type of community -generated calls for service (CFS)
handled by patrol personnel in 2018 and the related workload (report writing,
booking arrestees); calculate Officer initiated activity.
• Number of calls handled by Community Service Officers in 2018, the types of calls
handled and the number/type of CSO initiated incidents.
• Compare and evaluate the results for each city with the other cities.
• Provide possible options for equitably sharing the costs of a combined four city
police services contract with the RCSD.
The Riverside County Sheriff's Department (RCSD) provided the data for each of
the contract cities. The information was obtained through some data gathering interviews
and the Computer Aided Dispatch (CAD) system.
Matrix Consulting Group Page 1
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The project team has performed these tasks and provides the results in this report:
• Chapter 2 provides the workload analysis for each city.
Chapter 3 compares the workload for each city, the resulting level of proactive time
in each city with the other cities, and also evaluates cost saving opportunities.
Chapter 4 provides possible cost sharing options should the cities decided to move
forward with developing a common contract.
The project team summarizes below the analysis and findings that are detailed in
each of the above Chapters. Chapter 2 focuses on the current Patrol Operations staffing
(Le. Daily Patrol Hours) contracted for by each city and their 2018 workload.
• The four cities contract for the following amount of Daily Patrol Hours (DPH):
Indian Wells 24 hours; La Quinta 135 hours; Palm Desert 171.4 hours; and Rancho
Mirage 83 hours.
• The Daily Patrol Hours combined total is 150,891 hours annually:
- Indian Wells: 8,760 DPH
La Quinta: 49,275 DPH
- Palm Desert: 62,561 DPH
Rancho Mirage: 30,295 DPH
• The number of community generated calls for service (CFS) totaled 59,247 in 2018
and varied widely among the different cities (pages 13-58):
Indian Wells: 2,917 CFS and 4.9% of the total
La Quinta: 17,017 CFS and 28.7% of the total
- Palm Desert: 28,466 CFS and 48% of the total
Rancho Mirage: 10,847 CFS and 18.3% of the total
• The number of Patrol Officer work hours required to handle the CFS and related
workload (writing reports, booking arrestees) totaled 57,682 hours in 2018 (pages
61-62 ).
- Indian Wells.
2,578 hours, equaling 4.5% of the total workload
- La Quinta:
16,553 hours, equaling 28.7% of the total workload
- Palm Desert
27,920 hours and 48.4% of the total workload
- Rancho Mirage:
10,631 hours and 18.4% of the total workload
The project team used the workload hours for each community to calculate the
Matrix Consulting Group Page 2
CITIES OF INDIAN WELLS, LA QUINTA, PALM ❑ ESE RT AN RAN CH❑ MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
percentage of "committed time" and the remaining "proactive time" for each city. The
calculation and use of proactive time is a significant tool that can be used to determine
the level of policing needed and desired in a community. The committed time and
proactive time for 2018 is shown in the following table.
Proactive Time Levels Comparison
Committed Hours
2,578
16,553
27,920
10,631
57,682
Proactive Hours
4,617
24,278
23,686
14,343
66,924
Committed Time
35.8%
40.5%
54.1%
42.6%
46.3%
Proactive Time
64.2%
59.5%fl
45.9%
57.4%
53.7%
Sworn staff in all cities handled about 94% of all calls for service. The average
proactive time level varied from 45.9% in Palm Desert to 64.2% in Indian Wells and the
average proactive time for all four cities is 53.7% (pages 67-71).
The project team recommends that policymakers and managers in each
community decide on the desired level of policing services — this can be accomplished by
selecting an appropriate level of proactive time for Patrol Officers. The project team
believes that an overall 45% proactive time level is appropriate for Indian Wells, La
Quinta, Palm Desert and Rancho Mirage and recommends this level of policing services
to the four communities.
In Chapter 4 the project team, based on the 45% proactive time level, identified
efficiencies that could be achieved for all four cities in developing a common contract with
the Riverside County Sheriff's Department (pages 72-75). These savings include:
An overall reduction in the number of Daily Patrol Hours from 150,891 to 126,877,
a savings of 24,014 DPH annually, equaling approximately $4.4 million.
• A combined service area would also result in a reduction of several other positions:
two Lieutenants, one Patrol Sergeant, one Special Enforcement Team (SET)
Matrix Consulting Group Page 3
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Sergeant and two Community Service Officers; these reductions total
approximately $1.3 million.
It is possible that additional cost savings could be achieved if the number of
'overhead' positions allocated by RCSD to each contract city would be reduced. This
information would need to be provided by the RCSD in the process of developing a
combined contract should the cities decide to take this step.
However, the cost savings identified above are reasonable savings that would be
realized should a combined police services contract be implemented.' For this study the
project team developed two options for sharing the savings (pages 79-82);
• The first option allocates the DPH savings to cities based on the percentage of
total calls for service in the individual city in 2018. In this option Indian Wells' share
of the savings is 4.9% (about $217,000), La Quinta saves 28.7% (about $1.26
million), Palm Desert saves 48% (about $2.1 million) and Rancho Mirage would
save 18.3% (about $807,000).
• The second option takes into account that Indian Wells needs to pay for one Officer
2417 which is the bare minimum staffing for a municipal police agency and also
must routinely depend on adjacent agencies to assist at calls for service. Because
of this minimum staffing need this option does not allocate any DPH savings to
Indian Wells. This results in 30.4% of the savings to La Quinta (about $1.38
million), Palm Desert saves 49.7% of the total (about $2.19 million) and Rancho
Mirage would save 19.9% of the total (about $880,000).
• Both options provide for an equal four way split of the management and civilian
positions savings — approximately $325,000 savings for each city.
Each Chapter provides the details of the Daily Patrol Hours in each city, current
workload and analysis results for each city, individual and combined "committed time" and
"proactive time" details, the staffing levels of a combined service area, and the cost
sharing options.
' It would not be possible in the scope of this project to determine the number of direct staff positions, the
number of RCSD assigned 'overhead' positions and also what each cities' shared cost would be in a new
combined contract with the RCSD.
Matrix Consulting Group Page 4
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
2. EVALUATION OF PATROL SERVICES IN EACH
COMMUNITY
The primary function of all municipal police departments is to provide policing
services to a community — responding to community generated calls for service and
providing proactive policing in the community. This Chapter will provide the current levels
of Patrol Officer "proactive time"2 for each community through the use of the Computer
Aided Dispatch (CAD) system data for calendar year 2018. This data was provided to
the Matrix Consulting Group for each of the contract cities by the Riverside County
Sheriff's Department (RCSD). This CAD data was used by the project team to perform a
detailed analysis of Officer availability using the current number of "daily patrol hours"
(DPH) contracted by each city and the Patrol Officer workloads — the number of
community generated calls for service, reports written and Officer initiated events.
The following section describes the methodology used by the project team in
analyzing the information and determining Patrol Operations workload.
1. METHODOLOGY FOR DETERMINING WORKLOAD
The CAD data obtained from the RCSD to determine Patrol Operations workload
included:
• Incident Number
• Date and Time of Initial Incident (Creation of the CAD Case)
• Location of Call (Reporting District), Type of Call, Priority of Call
• Time of Unit Dispatch, First Unit'Enroute', First Unit Arrival
2 Proactive time is the remaining time in an Officer's shift after handling the community generated calls for
service and related tasks (booking arrestees and writing reports), and required administrative tasks.
Matrix Consulting Group Page 5
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Time the Unit Cleared the Call
Beat Unit Identifiers/Radio Cali Sign for the Responding Unit
Incident Disposition (e.g., report taken, arrest, citation, etc.)
All of this information was used to evaluate the current level of service in each
community based on the different Patrol staffing levels in each city.
(1) Patrol Officer Annual Work Hours Determine Availability.
First, it is important to determine the average availability of Patrol staff. The RCS❑
has determined that the average Deputy works 1,787 net hours annually. This is based
on RCSD employees paid 2,080 annual hours and deducting 293 hours for leave hours
used, in-service training and other assigned tasks. Additionally, the estimated time
required for administrative tasks is also shown — this is the time for Officers to attend
briefings, take personal breaks, attend court, vehicle maintenance, review body worn
camera videos, etc. Although these tasks reduce an Officer's time to handle calls for
service, Officers are almost always available to respond to emergency or urgent calls if
needed. These leave hours and estimated "administrative time" hours are shown in the
table below.
Total Annual Scheduled Work Hours
2,080
RCS❑ Calculated Average Leave Usage
(253)
Average Training Flours ion duty)
(40)
Work Hours 1 % Annual Availability
1,787 85.9%
Administrative Time (105 Min. per 12 hour shift)
303
Net Available Work Hours
1,484 71.4%
The average number of work hours determine the Patrol Officer staffing level that
is required to provide the daily patrol hours without the use of excessive overtime.
Matrix Consulting Group Page 6
CITIES QF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(2) Police Departments Staffing Level
Based on the respective contracts with RCSD, each city is provided with the
following Daily Patrol Hours, referred to in this report as DPH: Indian Wells 24 hours; La
Quinta 135 hours; Palm Desert 171.4 hours; and Rancho Mirage 83 hours. Additionally,
each city contracts for additional positions and is also charged for `overhead' staff
positions necessary to provide law enforcement services.
The following table shows the total amount of staffing in each city. All of the
positions listed are staffed with an actual number of employees except for Patrol Officer.
In this table, the number of Patrol Officers is calculated based on the number of ❑PH
contracted for by the individual cities — it is the equivalent number of Officers needed if
almost all of the services were provided without the use of overtime Officers.
Position
�___Wells
Desert
Mirage
Lieutenant
1
1
1
1
-
4
Lieutenant - Admin, Det, etc.
1.05
1.98
3.03
Patrol Sergeant 3
5
5
3
13
Admin Sergeant
1
1
2
Traffic Sergeant
1
1
SET Sergeant
1
1
1
3
Sergeant - other functions
1.83
3.71
1.0
6.54
Patrol Officer (based on 1,787 hours)
4.9
27.6
35.0
17.0
84.44
K9 Officer
1
1
Traffic Officer
1
4
6
3
14
Commercial Enforcement Officer
0.07
0.7
0.75
SET Officer
5
3
2
10
Business District Officer
1
4
5
School Resource Officer
1
2
1
4
Burglary Suppression or COP Officer
2
2
2
6
Task Force Officers (Narco, VC)
2
2
4
Investigators
0
5.25
8.09
0
13.34
Civilian — CSOs
4
6
8
5
23
Total
12.97
62.33
86.47
36.95
198.1
3 There are 9 Sergeants assigned to Patrol Services at the Palm Desert Sub -Station that cover Indian Wells,
Palm Desert, Rancho Mirage and the unincorporated areas — 8 Sergeants are listed here; for La Quinta, 5
Sergeants (out of the 6.4 they are paying for in the contract) are counted as Patrol Sergeants.
Matrix Consulting Group Page 7
CITIES OF INDIAN WELLS, LA DUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The other civilian `overhead' positions (e.g. Records) or contracted positions (crime
analyst in Rancho Mirage) were not included in the table. The total number of staff
positions contracted for varies by city based on the individual contracts with the RCSD.
As mentioned above, the number of Patrol Officers listed in the table above was
calculated using the number of daily patrol hours contracted for by the individual city and
divided by 1,787 hours — the RCSD employee net annual hours (in some years 1,780
hours is used). The number of Patrol Officers assigned to the RCSD Palm Desert Sub -
Station when they are at full staffing is 51 Officers. These Officers, along with nine Patrol
Sergeants, provide patrol services to Indian Wells, Palm Desert and Rancho Mirage and
their assigned portion of the unincorporated area. La Quinta is served by the Thermal
Sub -Station and has 26 Patrol Officers and five Patrol Sergeants assigned.
However, it is rare for a law enforcement agency to be at full staffing. The actual
number of Officers assigned to a city by RCSD will vary based on the overall staffing level
in RCSD and for various other reasons. As of April 2019, there were only 36 Patrol
Officers assigned to the Palm Desert Sub -Station and there were 26 Patrol Officers
assigned to La Quinta. This staffing level requires the DPH be provided using both
straight time hours and also overtime staff as shown in the table below.
Contracted ❑PH
24
135
171.4
83
413.4
Contracted DPH/Year
8,760
49,275
62,561
30,295
150,891
Roster Staff [April 2019 actual staffing]
4
26
18
14
62
ST staff
7,155
46,509
32,198
25,043
110,906
OT required
1,605
2,766
30,363
5,252
39,985
% of DPH Using OT
18.3%
5.6%
48.5%
17.3%
26.5%
The percentage of DPH provided by use of Officers working OT is an estimation
based an the April 2019 staffing level of 36 Patrol Officers assigned to the Palm Desert
Matrix Consulting Group Page 8
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
sub -station (servicing Indian Wells, Palm Desert and Rancho Mirage) — it will vary
depending on the number of Officers specifically assigned to the three cities. The current
Patrol Officer staffing level in Palm Desert is low, which results in a significant amount of
overtime being used to provide the contracted number of daily patrol hours to each city.
The use of overtime to provide DPH does not result in any extra direct cost to the city.
One of the primary reasons for the low number of staff assigned to the Palm Desert Sub -
Station is due to the overall shortage of Deputies in RCSD.
In the following section, the project team provides a detailed analysis of the data
provided for Indian Wells PD (IWPD) utilizing the aforementioned methodology.
2. INDIAN WELLS PATROL STAFFING AND WORKLOAD.
Indian Wells contracts for 24 daily patrol hours to be provided by the RCSD or a
total of 8,760 hours annually.
(1) Community Generated Workloads.
The project team used the CAD data to calculate the number of `community
generated' calls for service. This excludes Officer initiated activity such as traffic stops,
as well as 911 calls received in the dispatch center and a CAD incident created, but
cancelled before the dispatch of a unit. The data includes calls that were responded to
by any type of unit, including Traffic Officers, Commercial Enforcement Officers, Burglary
Suppression Officers, and civilian Community Service Officers (CSOs).
The first table in the series organizes the number of community generated calls for
service by hour and day of the week. IWPD responded to 2,917 unique community
generated calls for service, approximately eight calls per day.
Matrix Consulting Group Page 9
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Indian Wells Community Generated Calls for Service — Sworn & Civilian Staff
0000
19
5
7
9
10
13
12
75
0.2
0100
11
10
4
10
6
6
11
58
0.2
0200
8
9
5
6
4
6
11
49
0.1
0300
4
11
3
2
2
4
8
34
0.1
0400
7
4
5
5
3
4
6
34
0.1
0500
2
8
3
4
6
5
4
32
0.1
0600
7
9
6
12
7
7
8
56
0.2
0700
15
12
13
17
24
15
15
111
0.3
0800
15
24
15
24
28
28
21
155
0.4
0900
9
22
23
23
25
21
15
138
0.4
1000
27
30
30
33
21
27
24
192
0.5
1100
19
33
26
35
22
39
24
198
0.5
1200
19
24
26
25
28
31
24
177
0.5
1300
23
37
27
28
33
35
39
222
0.6
1400
18
23
27
26
29
40
28
191
0.5
1500
16
30
30
36
34
24
28
198
0.5
1600
11
20
20
23
26
36
26
162
0A
1700
17
21
23
24
30
20
23
158
CA
1800
14
23
18
14
15
36
26
146
0.4
1900
17
16
24
15
19
18
17
126
0.3
2000
14
15
14
8
23
19
23
116
0.3
2100
24
17
10
15
15
13
21
115
0.3
2200
14
10
10
18
8
17
12
89
0.2
2300
7
9
8
9
16
21
15
85
0.2
Total
337
422
377
421
434
485
441
2,917
Aveld ay
6
8
7
$
8
9
8
8
In 2018, 2,653 calls were handled by Officers (91 %) and 264 calls were handled
by CSOs (9%). The busiest day of the week was Friday with an average of nine calls.
The distribution of calls throughout the day was as follows:
• 15.4% ❑ccurred during the nighttime hours (midnight — 0800)
• 50.4% ❑ccurred during the daytime hours (0800-1600 hours)
• 34.2% occurred during the afternoon/evening hours (1600-midnight)
The graph on the following page shows a depiction of the hourly call volume. Note
that the call volume scale used (vertical axis) is not proportionate but provides a better
comparison of workload volume with the other four cities.
Matrix Consulting Group Page 10
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Calls for Service by Hour
1,000
900
800
4A
700
v
w 600
500
Q
-0 400
E
:3 300
2
200
100 _
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour of the Ray (1 = Midnight - 0100)
(1.1) Sworn Officer Call for Service Workload.
As mentioned above, sworn officers are the primary responding units to the vast
majority of calls for service. The following table shows the distribution of the calls handled
by sworn staff in 2018.
Matrix Consulting Group Page 11
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Sworn Staff - 2018
0000
19
5
7
9
10
12
12
74
0.2
0100
11
9
4
10
6
6
11
57
0.2
0200
8
9
5
6
4
6
11
49
0.1
0300
4
11
3
2
2
4
8
34
0.1
0400
7
4
5
5
3
4
6
34
0.1
0500
2
8
3
4
6
5
3
31
0.1
0600
7
9
6
9
7
7
8
53
0.1
0700
14
10
13
13
21
15
13
99
0.3
0800
11
19
12
21
27
25
18
133
0.4
0900
8
18
21
19
23
18
15
122
0.3
1000
24
26
25
30
18
26
22
171
0.5
1100
19
26
24
31
20
33
21
174
0.5
1200
17
22
23
23
25
30
21
161
0A
1300
22
35
26
24
28
31
34
200
0.5
1400
17
17
24
22
27
34
23
164
0.4
1500
16
28
25
34
29
20
27
179
0.5
1600
11
18
19
21
20
31
23
143
0.4
1700
17
21
19
20
27
20
18
142
0.4
1800
13
18
15
14
14
35
24
133
0.4
1900
17
15
21
14
18
17
16
118
0.3
2000
11
13
13
7
22
17
22
105
0.3
2100
21
16
9
15
13
12
21
107
0.3
2200
14
10
9
18
8
17
11
87
0.2
2300
7
8
8
8
16
21
15
83
0.2
Total
317
375
339
379
394
446
403
2,653
Ave/day
6
7
7
7
8
9
8
7
IWP❑ sworn staff responded to 2,653 `unique' community generated calls for
service in 2018, ❑r approximately seven per day. Sworn staff handled 91 % of the total
community generated call activity in Indian Wells.
The following table shows the most common call types for sworn staff in 2018, in
order of call frequency.
Matrix Consulting Group Page 12
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Sworn Staff
Burglary Alarm
629
911 Call from Mobile
484
911 Call from Business
131
Reckless Driving
98
DUI
81
Suspicious Circumstances
69
Disturbance
63
Suspicious Person
57
Fallow -Up
55
Assist Other Department
53
All Other
933
Total
2,653
The most common Call type that IWP❑ responded to in 2018 was a reported alarm
activation, followed by a 9-1-1 call from a mobile phone. These two types of calls
accounted for 42% of all CFS for IWPD sworn officers.
(1.2) Calls for Service by Priority Type.
The Riverside County Sheriff's Department uses the following "Priority" types to
classify a call for service.
Priority 1 — Involve circumstances that pose, or did pose in the immediate past, a
clearly defined threat to human fife or property and which involve a high level of
violence or which have the potential for serious injury.
• Priority 1A— Involve circumstances that pose, or did pose in the immediate past,
a clearly defined threat to human life or property.
• Priority 2 — Involve circumstances that are urgent, but not life threatening, in
nature. They are generally disturbances with a potential for violence, minor
assaults and batteries, unknown or suspicious circumstances, and certain thefts.
• Priority 3 — Involve circumstances which are neither urgent nor life threatening.
Many of these calls are simple disturbances of the peace.
• Priority 4 — Incidents occurring in the past or "cold" calls; except some felonies.
• Priority 5 -- 911 cell phone calls without a location (often misdialed calls).
Matrix Consulting Group Page 13
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Priority 9 — A miscellaneous category, which includes "Code 5's" (self -initiated
surveillance) and "Patrol" (general call, not otherwise defined).
Calls by Priority Type
1
2
0.1%
1A
27
1.0%
2
1,149
43.3%
3
1,174
44.3%
4
288
10.9%
5
2
0.1%
9
11
0.4%
Total
2,653
100.0%
As shown above, Priority 1 and 1 A calls for service account for less than 2% of all
calls for service. These types of emergency calls are infrequent and these statistics
indicates that the RCSD is appropriately classifying incoming calls for service. The
majority of the calls for all years were Priority 2 and Priority 3 calls. The percentages for
these Priority types are within the ranges seen by the project team in other police studies.
(1.3) Average Times for Response and Handling of Calls for Service.
The response to and handling of community generated calls for service is one of
the primary tasks of any municipal police agency and one that frequently is the subject of
inquiry from city leaders and members of the community. The project team calculated the
average times using all of the calls for service reported to the RCSD.
The following table shows three individual time components and two overall time
components for a community generated call for service:
• Call processing time — begins when the call was received in Dispatch and ends
when the Officer is dispatched.
Travel time — from the time the call was dispatched until the arrival of the first police
unit, it includes delays Officers may have during nighttime hours getting through
locked security gates of gated communities (Officers do not have keys or codes).
Matrix Consulting Group Page 14
CITIES OF INDIAN WELLS, LA QUINTA, PALM ❑ESERT AN❑ RANCH❑ MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
• Call "response" time - the call process time t travel time. This is the time citizens
are most often interested in - from the time they call 9-1-1 until an Officer arrives
at the scene of the reported incident.
• On scene time - from the time of arrival to the time the last unit cleared the call.
• Call handling time - sum of the travel time and on scene time.
The table below shows the number of Priority types of CF5 and the average
processing and call handling times (in minutes).
Indian Wells PD - 2018 Response and Call Handling Times
1
2
0.4
13.3
13.7
248.2
261.6
9
1 A
27
0.4
5.3
5.7
44.3
49.7
22
2
1,149
3.3
8.8
12.1
25.1
33.9
649
3
1,174
6.0
11.9
17.9
16.9
28.8
563
4
288
6.7
12.0
18.7
42.8
54.8
263
5
2
4.7
2.7
7.4
3.2
5.9
0
9
11
15.8
na
na
na
na
Na
Total
2,653
4.8
10.5
15.3
24.1
34.5
1,507
The overall average "response" time for the first IWP❑ unit to arrive at the scene
of a call for service is 15.25 minutes. This is an excellent overall response time to all calls
and shows that even lower priority calls (Priority 3 and 4) in Indian Wells receive a fairly
fast response of 17.9 - 18.7 minutes. Officers' response time to the most serious calls
for service are Priority 1 and 1A. There were only two Priority 1 calls for the year, and the
13.7 minute average seems artificially high. Due to the extremely small sample size, it is
likely there is an 'outlier' in one of the calls which would artificially inflate this number. A
more realistic measure is the 5.7 minute average response time for the 27 Priority 2 calls
received. Those response times are very good average response times to emergency
calls and at the faster end of the 5 - 7 minute range of response times seen by the project
team in other law enforcement studies.
Matrix Consulting Group Page 15
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The average time on scene was 24 minutes. This on scene time is well within
common time ranges seen by the project team in other police projects.
(1.4) Officer "Back -Up" Time, Reports Written and Bookings.
Officers also respond as backup units to assist the primary officer on many calls
for service. The backup Officer data was not able to be exported from the CAD system,
so the project team used normative values to estimate the number of backup responses
and the amount of time spent by the back-up Officer(s) on the incident. The project team
has developed a methodology, using normative values, that allocates backup Officer
responses at a 50% rate and 75% of the primary Officer's total handling time.4
The following table shows the primary Officer call handling time and the resulting
estimated workload for back-up Officers' responses to the calls. The most important
information obtained from this table is the total number of hours required to handle the
community generated calls for service in Indian Wells.
Hours Required to Handle Calls for Service
Item Primary Officer Back -Up Officer Total —,
Responses to Calls 2,653 1,327 3,980
Call Handling Minutes 34.5 25.9 N/A
Call Handling Hours 1,5275 573 2,100
As shown above, the total number of hours required to handle community
generated calls for service in 2018 was 2,100 hours.
The time Officers take to book prisoners is captured in the CAD record (the Officer
is still typically listed in an "on scene" status) so all or almost all of an Officer's time spent
handling a prisoner should be captured in the CAD record. Additionally, Community
a This methodology is based on the project team's experience in hundreds of other law enforcement studies.
5 Note that this is more hours than listed in the table in the previous section — this is due to using the average
call handling time for all CF5 in the current table.
Matrix Consulting Group Page 16
CITIES OF INDIAN WELLS, LA QuINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Service Officers commonly transport arrestees to the jail for booking which allows Officers
to return to an "available" status. However, the project team included an additional 15
minutes of prisoner handling time for the estimated number of bookings to capture any
time that might not have been included in the CAD record — this equaled 30 hours.
The project team considers the combination of call handling hours, report writing
hours and arrestee processing hours as the minimum number of hours Indian Wells
Officers spent handling the "community demand" workload (i.e., calls for service and
related tasks). The hours total is used to calculate Officers' committed time and proactive
time later in this report.
(2) Officer Initiated Activity for Sworn Staff.
An Officer's time on his/her shift is spent responding to calls for service but also
engaging in a number of self -initiated activities during their work hours. These activities
include vehicle stops, pedestrian stops, area checks, investigative follow-up, assisting the
public, etc. Many, but not all of these incidents are captured by the CAD system —
incidents that do not require a report may not be documented in the CAD system but are
documented in the Officer's Daily Log which is completed for each work shift. Community
Service Officers also conduct self -initiated activity — an analysis of their work is presented
in a separate section.
The self -initiated activity numbers include all sworn staff — Patrol Officers, Traffic
Officer, Community Enforcement Officers, Burglary Suppression Officers, and
supervisors. The CAD data does not clearly specify if incidents are community generated
or initiated by IWP❑ staff so the project team counted incidents where the arrival time
Matrix Consulting Group Page 17
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
was the same as the dispatch time as a "self -initiated" incident (the other incidents were
counted as a "community generated" call for service).
The following table shows the day and hour distribution for the incidents that were
initiated by sworn staff in 2018.
Indian Wells Self -Initiated Incidents — All Sworn Staff
Fri
Sat
Total
0000
27
10
16
14
16
32
13
128
0100
18
17
24
20
15
32
27
153
0200
20
14
17
12
16
26
12
117
0300
11
15
14
14
15
14
6
89
0400
10
6
6
17
5
4
10
58
0500
2
8
10
9
4
4
3
40
0600
3
5
21
20
20
19
1
89
0700
20
22
46
48
50
43
6
235
0800
13
16
26
35
24
33
8
155
0900
18
10
24
27
15
29
12
135
1000
10
11
27
39
25
26
23
161
1100
12
12
37
27
23
25
26
162
1200
9
10
41
19
21
19
7
126
1300
3
18
21
13
27
13
14
109
1400
8
9
23
18
22
24
14
118
1500
9
8
14
12
20
17
8
88
1600
9
8
3
10
9
13
12
64
1700
8
16
8
12
8
22
10
84
1800
12
12
11
9
10
13
6
73
1900
12
15
5
8
5
12
4
61
2000
12
10
4
8
9
6
49
2100
11
10
4
6
2
4
37
2200
18
13
10
3
6
4
25
79
2300
13
5
11
13
12
5
16
75
Total
288
280
419
403
382
440
273
2,485
Ave/day
6
5
8
8
7
8
5
7
iWP❑ staff initiated an average of seven incidents a day in 2018 — this includes all
sworn staff.
The three incident types of "area check", "traffic stop", and "citation" were the most
common types of Officer initiated activity and accounted for 85% of the total number of
Matrix Consulting Group Page 18
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
self -initiated incidents in 2018. For clarification, "traffic stop" indicates a traffic stop where
no citation was issued; "citation" indicates a vehicle/bicycle/pedestrian stop in which a
citation was issued. The Traffic Units were responsible for 35%, or 872 of the self -initiated
incidents in 2018. The remaining 1,613 incidents were initiated by all other sworn staff.
(3) Community Service Officers (CSOs) Also Provide Field Services to Indian
Wells.
Indian Wells contracts for four Community Service Officers (CSOs) which are
assigned to Patrol Operations.
The following table displays the 2018 CSO calls for service.
CFS Handled by Community Service Officers - 2018
0000
1
1
0100
1
1
0200
0
0300
0
0400
0
0500
1
1
0600
3
3
0700
1
2
4
3
2
12
0800
4
5
3
3
1
3
3
22
0900
1
4
2
4
2
3
16
1000
3
4
5
3
3
1
2
21
1100
7
2
4
2
6
3
24
1200
2
2
3
2
3
1
3
16
1300
1
2
1
4
5
4
5
22
1400
1
6
3
4
2
6
5
27
1500
2
5
2
5
4
1
19
1600
2
1
2
6
5
3
19
1700
4
4
3
5
16
1800
1
5
3
1
1
2
13
1900
1
3
1
1
1
1
8
2000
3
2
1
1
1
2
1
11
2100
3
1
1
2
1
8
2200
1
1
2
2300
1
1
2
Total
20
47
38
42
40
39
38
264
Ave/day
0
1
1
1
1
1
1
1
Matrix Consulting Group Page 19
CITIES OF INDIAN WELLS, LA OUINTA, PALM DESERT AND RANCHO MIRAGE, CAL IFORN[A
Final Report on the Feasibility of Developing a Shared Police Services Contract
IWP❑ Community Service Officers responded to 264 community generated calls
for service. This CSO workload is an average of one per day and 10% of the total number
of IWPD calls for service.
The following table shows the most common call types where a CSO was the
primary handling officer. The list of call types is arranged in order of the most frequent
calls in 2018.
Most Common Call Types - Community Service Officers
Traffic Control
35
Non -Injury Auto Accident
35
Petty Theft
23
Non-]njury Auto Accident Blocking Traffic
21
Minor Injury Auto Accident
12
Non -Injury Hit & Run Accident
11
Grand Theft
11
Vandalism
10
All Other Calls
106
Total
264
Percent of the Total # of IWPD Calls
10%
It is important to note that the workload information provided above is entirely from
the CAD system which does not capture all CSO workload. This was determined through
a 2019 review of Patrol CSO Daily Logs conducted for the City of La Quinta. The project
team's review of the Daily Logs for a recent 12 month period showed that approximately
50% of the CSO workload was not documented in the CAD system.
The reason for this is that the RCSD CAD system currently only captures the
primary unit assigned to a call for service and not any back-up unit(s) that may also
respond to assist - if a sworn Officer is initially assigned to the call but a CSO also
6 Daily Logs for all four CSOs for the months of April, July and October, 2018 and January 2019 were
used in this evaluation.
Matrix Consulting Group Page 20
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFQRNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
responds and takes over handling the call from the Officer, most of the time the initial
sworn Officer remains listed as the Officer handling the incident and the CSO's time is
not documented or "credited" in the CA❑ system. This situation could occur for calls such
as minor traffic accidents, traffic hazards, minor thefts and other incidents where a Patrol
Officer may initially be assigned to the calf but subsequently handled by a CSO. The
project team believes that this situation is not unique to La Ouinta CSOs and that a review
of the call handling workload of the CSOs in the other cities served by RCSD would likely
have the same results.
(4) CSO Initiated Activity.
CSO duties also include proactive responsibilities including vacation checks, Muni
code enforcement, parking enforcement, and abandoned vehicles.
The 2018 self -initiated activity by day and hour is shown in the following table.
Matrix Consulting Group Page 21
0700
19
0800
7
0900
21
1000
31
1100
28
1200
32
1300
20
1400
19
1500
1s
1600
98
1700
87
1800
50
1900
44
2000
53
2100
16
2200
8
2300
1
Tota 1
554
Ave/day
11
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AN❑ RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
0000 1
0100
0200
0300
0400
0500
0600 1 1
44
27
39
51
45
17
32
27
19
99
113
53
43
34
35
29
1
709
14
CS❑ Self -Initiated Activity - 2018
1
18
40
24
39
110
81
32
121
105
75
109
83
83
114
107
53
87
64
49
69
73
17
29
24
12
37
25
78
156
63
96
186
85
55
104
61
31
87
39
45
100
53
25
81
25
31
42
13
9
16
7
748
1,488
933
14
29
18
2
1
5
0
0
0
1
1
14
14
2
22
31
198
86
80
430
93
94
505
102
62
513
64
47
488
59
37
349
48
31
322
24
14
154
36
19
166
88
49
631
95
73
735
71
49
443
60
30
334
36
20
341
36
39
257
23
17
163
3
4
41
948
712
6,092
18
14
17
The most frequent self -initiated tasks were "Vacation Check" (5,793 incidents),
"Muni Code" (179 incidents), and "Patrol Assist" (32 incidents), averaging 17 per day.
In the following section, the project team provides a detailed analysis of the data
provided for La Quinta PD (LQPD) utilizing the aforementioned methodology.
3. LA QUINTA PATROL STAFFING AND WORKLOAD.
La Quinta contracts for 135 daily patrol hours to be provided by the RCSD or a
total of 49,275 hours annually.
Matrix Consulting Group Page 22
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(1) Community Generated Workloads.
Refer to the Indian Wells section for a description of the project team's
analysis relating to the number of community generated events within the City.
The first table in the series organizes the number of community generated calls for
service by hour and day of the week. LQPD responded to 17,017 unique community
generated calls for service, approximately 47 calls per clay.
2018 Community Generated Calls for Service by Day & Hour — Sworn & Civilian Staff
0000
77
68
54
54
50
50
98
451
1.2
0100
74
50
33
37
48
48
75
365
1.0
0200
75
44
36
27
30
48
66
326
0.9
0300
53
58
38
26
33
33
38
279
0.8
0400
41
34
30
26
28
31
39
229
0.6
0500
26
37
30
25
31
26
38
213
0.6
0600
48
54
59
40
66
47
52
366
1.0
0700
61
89
85
85
112
94
69
595
1.6
0800
81
116
126
125
148
132
85
813
2.2
0900
98
143
148
157
141
132
100
919
2.5
1000
105
167
143
127
144
150
107
943
2.6
1100
107
139
152
154
131
172
137
992
2.7
1200
93
140
171
150
141
132
132
959
2.6
1300
124
142
144
153
138
119
148
968
2.7
1400
129
165
139
162
169
186
123
1,073
2.9
1500
147
163
168
167
154
160
155
1,114
3.1
1600
126
145
135
130
159
145
144
984
2.7
1700
119
163
131
130
149
155
127
974
2.7
1800
122
99
146
132
135
137
130
901
2.5
1900
115
129
128
101
119
138
115
845
2.3
2000
115
105
107
105
128
111
139
810
2.2
2100
94
84
87
97
114
115
111
702
1.9
2200
93
86
69
75
108
112
125
668
1.8
2300
60
63
53
69
74
103
106
528
1A
Total
2,183
2,483
2,412
2,354
2,550
2,576
2,459
17,017
Ave/clay
42
48
46
45
49
50
47
47
In 2018, 15,948 calls were handled by Officers (94%) and 1,069 calls were
handled by CSOs (6%). The busiest day of the week was Friday with an average of 50
calls. The distribution of calls throughout the day was as follows:
Matrix Consulting Group Page 23
CITIES of INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFGRNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
16.6% occurred during the nighttime hours (midnight — 0800)
45.7% occurred during the daytime hours (0800-1600 hours)
37.7% occurred during the afternoon/evening hours (1600-midnight)
The following graph shows a depiction of the hourly call volume.
Calls for Service by Hour
1,200
1,000 --
U 800
600
tU
3
400
Z
zoo--
o _
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour of the Day (1 = Midnight - 0100)
(11.11) Sworn Officer Call for Service Workload.
As mentioned above, sworn officers are the primary responding units to the vast
majority of calls for service. The following table shows the distribution of the calls handled
by sworn staff in 2018.
Matrix Consulting Group Page 24
CITIES OF INDIAN WELLS, LA QUINTA, PALM ❑ESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Sworn Staff - 2018
0000
77
68
54
54
50
50
98
451
1.2
0100
74
50
33
37
48
48
75
365
1.0
0200
75
44
36
27
30
48
66
326
0.9
0300
53
58
38
26
33
33
38
279
0.8
0400
41
34
30
26
28
31
39
229
0.6
0500
26
37
30
25
31
26
38
213
0.6
0600
47
51
59
37
61
47
51
353
1.0
0700
58
83
81
76
100
82
54
534
1.5
0800
76
108
119
107
131
116
70
727
2.0
0900
92
131
143
142
125
118
88
839
2.3
1000
97
156
136
117
124
127
92
849
2.3
1100
102
129
145
140
121
156
125
918
2.5
1200
87
136
162
133
125
123
116
882
2.4
1300
121
134
137
132
130
109
135
898
2.5
1400
117
153
135
139
151
169
111
975
2.7
1500
133
145
158
140
142
142
146
1,006
2.8
1600
118
130
128
114
147
134
135
906
2.5
1700
117
151
122
123
133
145
122
913
2.5
1800
118
93
141
120
131
128
125
856
2.3
1900
110
120
121
94
113
132
110
800
2.2
2000
114
102
104
100
117
108
133
778
2.1
2100
92
79
83
93
107
110
106
670
1.8
2200
91
84
68
72
106
110
123
654
1.8
2300
60
62
53
69
74
103
106
527
1.4
Total
2,096
2,338
2,316
2,143
2,358
2,395
2,302
15,948
Ave/day
40
45
45
41
45
46
44
44
LQPD sworn staff responded to 15,948 'unique' community generated calls for
service in 2018, or approximately 44 per day. Sworn staff handled approximately 94% of
the total community generated call activity in La Quinta.
The following table shows the most common call types for sworn staff in 2018, in
❑rder of call frequency.
Matrix Consulting Group Page 25
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Sworn Staff
Audible Burglary Alarm
2,838
911 Call from Mobile
1,742
Disturbance
542
Assist Other Department
523
Disturbance (Noise)
512
Follow Up
501
Suspicious Person
467
Suspicious Circumstance
328
911 Call from a Business
324
Welfare Check
321
Reckless Driving
303
Fraud
299
All Other Calls
7,248
Tota I
15,948
The most common call type that LQP❑ responded to in 2018 was a reported alarm
activation, followed by a 9-1-1 call from a mobile phone. These two types of calls
accounted for 29% of all CFS for LQP❑ sworn officers.
(1.2) Calls for Service by Priority Type.
Refer to the Indian Wells section for the definition of priority types.
Calls by Priority Type
j Prio—My7 No. %
1
22
0.1%
1A
169
1.1%
2
6,589
41.3%
3
6,269
39.3%
4
2,765
17.3%
5
4
0.0%
9
130
0.8%
Total
15,948
100%
As shown above, Priority 1 and 1A calls for service account for less than 2% of all
calls for service. These types of emergency calls are infrequent and these statistics
indicates that the RCS❑ is appropriately classifying incoming calls for service. The
Matrix Consulting Group Page 26
CITIES of INDIAN WELLS, LA QUINTA, PALM ❑ESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
majority of the calls for all years were Priority 2 and Priority 3 calls. The percentages for
these Priority types are within the ranges seen by the project team in other police studies.
(1.3) Average Times for Response and Handling of Calls for Service.
Refer to the Indian Wells section for these definitions and calculations. The table
below shows the number of Priority types of CFS and the average processing and call
handling times (in minutes).
La Quinta PD - 2018 Response and Call Handling Times
1
22
1.0
4.9
6.0
116.0
120.9
44
1 A
169
0.6
4.5
5.1
50.1
54.6
154
2
6,589
3.1
9.1
12.2
28.5
37.6
4,131
3
6,269
5.8
10.9
16.6
22A
33.3
3,477
4
2,765
7.1
12.3
19.5
30.3
42.6
1,965
5
4
6.8
11.3
18.1
1.1
12.4
1
9
130
18.8
4.3
23.1
182.8
187.1
405
Total
15,948
4.8
10.3
15.2
26.8
37.2
9,772
The overall average "response" time for the first LQPD unit to arrive at the scene
of a call for service is 15.2 minutes. This is an excellent overall response time to all calls
and shows that even lower priority calls (Priority 3 and 4) in La Quinta receive a fairly fast
response of 16.6 - 19.5 minutes. Officers' response time to the most serious calls for
service, Priority 1 and 1A, are significantly faster at 6.0 and 5.1 minutes. These travel
times are very good average response times to emergency calls and at the faster end of
the 5 - 7 minute range of response times seen by the project team in other law
enforcement studies.
The average time on scene in 2018 was 26.8 minutes. This on scene time is well
within common time ranges seen by the project team in other police projects.
Matrix Consulting Group Page 27
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(1.4) Officer "Back -Up" Time, Reports Written and Bookings.
Refer to the Indian Wells section for methodology and calculations. The following
table shows the primary Officer call handling time and the resulting estimated workload
for back-up Officers' responses to the calls. The most important information obtained
from this table is the total number of hours required to handle the community generated
calls for service in La Quinta.
Hours Required to Handle Calls for Service
■ Officer
Responses to Calls 15,948 7,974 23,922
Call Handling Minutes 37.2 27.9 N1A
Call Handling Hours 9,8787 3,704 13,582
As shown above, the total number of hours required to handle community
generated calls for service in 2918 was 13,582 hours.
The time Officers take to book prisoners is captured in the CAD record (the Officer
is still typically listed in an "on scene" status) so all or almost all of an Officer's time spent
handling a prisoner should be captured in the CAD record. Additionally, Community
Service Officers commonly transport arrestees to the jail for booking which allows Officers
to return to an "available" status. However, the project team included an additional 15
minutes of prisoner handling time for the estimated number of bookings to capture any
time that might not have been included in the CAD record — this equaled 189 hours.
The project team considers the combination of call handling hours, report writing
hours and arrestee processing hours as the minimum number of hours La Quinta Officers
spent handling the "community demand" workload (i.e., calls for service and related
Note that this is more hours than listed in the table in the previous section — this is due to using the average
call handling time for all CFS in the current table.
Matrix Consulting Group Page 28
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
tasks). The hours total is used to calculate Officers' committed time and proactive time
later in this report.
(2) Officer Initiated Activity for Sworn Staff
Refer to the Indian Wells section for what the project team takes into account to
calculate officer initiated activity. The following table shows the day and hour distribution
for the incidents that were initiated by sworn staff in 2018.
La Quinta Self -Initiated Incidents - All Sworn Staff
Hour
Sun --V
,
0000
27
18
10
28
24
18
30
155
0100
17
15
18
16
17
27
28
138
0200
14
16
8
16
10
27
21
112
0300
6
16
10
18
10
6
12
78
0400
7
4
7
14
12
7
3
54
0500
2
4
6
2
7
2
23
0600
2
50
88
83
87
89
2
401
0700
6
77
131
133
101
107
11
566
0800
20
94
143
122
143
108
17
647
0900
32
95
119
137
83
89
31
586
1000
34
81
65
158
135
99
41
613
1100
37
79
72
109
130
74
61
562
1200
47
97
100
85
96
98
50
573
1300
50
109
129
148
106
82
60
684
1400
45
108
121
129
82
84
73
642
1500
35
77
86
82
92
72
67
511
1600
38
63
65
67
60
74
80
447
1700
33
43
87
89
90
59
76
477
1800
29
56
66
98
88
41
53
431
1900
29
41
60
54
53
49
42
328
2000
23
31
50
38
51
65
72
330
2100
31
33
24
31
50
47
48
264
2200
16
16
20
21
21
44
31
169
2300
19
12
12
8
11
18
30
110
Total
599
1,235
1,497
1,684
1,554
1,391
941
8,901
Avelday
12
24
29
32
30
27
18
24
LQP❑ staff initiated an average of 24 incidents a day in 2018 — this includes all
sworn staff.
Matrix Consulting Group Page 29
CITIES OF INDIAN WELLS, LA QUINTA, PALM ❑ ESE RT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The three incident types of "traffic stop", "citation" and "area check", were the most
common types of Officer initiated activity and accounted for 74% of the total number of
self -initiated incidents in 2018. For clarification, "traffic stop" indicates a traffic stop where
no citation was issued; "citation" indicates a vehicle/bicycle/pedestrian stop in which a
citation was issued. The Traffic Units were responsible for 52%, ❑r 4,602 of the self -
initiated incidents in 2018. The remaining 4,299 incidents were initiated by all other sworn
staff.
(3) Community Service Officers (CSOs) Also Provide Field Services to La
Quinta.
La Quinta contracts for six Community Service Officers (CSOs), four of which are
are assigned to Patrol Operations.
The following table displays the calendar year 2018 CSO calls for service as
documented in the CAD system.
Matrix Consulting Group Page 30
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Community Service Officers - 2018
0000
0
0100
0
0200
0
0300
0
0400
0
0500
0
0600
1
3
3
5
1
13
0700
3
6
4
9
12
12
15
61
0800
5
8
7
18
17
16
15
86
0900
6
12
5
15
16
14
12
80
1000
8
11
7
10
20
23
15
94
1100
5
10
7
14
10
16
12
74
1200
6
4
9
17
16
9
16
77
1300
3
8
7
21
8
10
13
70
1400
12
12
4
23
18
17
12
98
1500
14
18
10
27
12
18
9
108
1600
8
15
7
16
12
11
9
78
1700
2
12
9
7
16
10
5
61
1800
4
6
5
12
4
9
5
45
1900
5
9
7
7
6
6
5
45
2000
1
3
3
5
11
3
6
32
2100
2
5
4
4
7
5
5
32
2200
2
2
1
3
2
2
2
14
2300
1
1
Total
87
145
96
211
192
181
157
11069
Aveiday
2
3
2
4
4
3
3
3
LQPD Community Service Officers responded to 1,069 community generated calls
for service. This CSO workload is an average of three per day and approximately 6% of
the total number of LQP❑ calls for service.
The following table shows the most common call types where a CSO was the
primary handling officer. The list of call types is arranged in order of the most frequent
calls in 2018.
Matrix Consulting Group Page 31
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Community Service Officers
Petty Theft (cold)
130
Traffic Collision (Non Injury)
117
Lost/Found Property
88
Traffic Hazard
79
Malicious Mischief/Vandalism (cold)
63
Burglary (cold)
53
Parking Violation
52
Vehicle Burglary (cold)
48
Follow Up
45
Abandoned Vehicle
38
All Other Calls
356
Total
1,069
Percent of the Total # of LQPD Calls
6.3%
(4) CSO Initiated Activity.
CS❑ duties also include proactive responsibilities such as parking enforcement,
and abandoned vehicles. Self -initiated incidents as documented in the CAD system
showed 896 incidents in 2018, which is an average of two additional incidents per day for
the two Patrol CSOs that are typically on duty each day. The 2018 self -initiated activity
by day and hour is shown in the following table.
Matrix Consulting Group Page 32
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RAN CH❑ MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CSO Self -Initiated Activity - 2018
0000
2
1
3
0100
0
0200
0
0300
0
0400
❑
0500
0
0600
0
0700
2
4
1
7
0800
7
12
4
9
1
6
39
0900
17
20
19
17
11
4
2
90
1000
15
9
25
19
3
3
7
81
1100
19
12
16
18
4
3
1
73
1200
6
7
11
17
7
8
2
58
1300
6
7
7
12
8
9
3
52
1400
5
8
4
5
3
7
32
1500
6
6
8
6
2
2
3
33
1600
16
10
17
14
1
4
1
63
1700
14
13
13
17
1
1
1
60
1800
21
18
16
9
1
1
66
1900
18
15
12
13
5
1
64
2000
18
14
17
18
1
68
2100
17
17
14
20
3
2
73
2200
4
15
5
8
32
2300
1
1
2
Total
191
188
189
204
44
43
37
896
Avefday
4
4
4
4
1
1
1
2
The most frequent self -initiated tasks were "Area Check" (465 incidents), "Citation"
(170 incidents), and "Patrol Assist" (62 incidents).
In the following section, the project team provides a detailed analysis of the data
provided for Palm Desert PD (PDPD) utilizing the same methodology.
4. PALM DESERT PATROL STAFFING AND WORKLOAD.
Palm Desert contracts for 171.4 daily patrol hours to be provided by the RCSD or
a total of 62,561 hours annually.
Matrix Consulting Group Page 33
CITIES OF INDIAN WELLS, LA OUINTA, PALM ❑ESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(1) Community Generated Workloads.
Refer to the Indian Wells section for a description of the project team's analysis
relating to the number of community generated events within the City.
The first table in the series organizes the number of community generated calls for
service by hour and day of the week. PDP❑ responded to 28,466 unique community
generated calls for service, approximately 78 calls per day.
Palm Desert Community Generated Calls for Service — Sworn & Civilian Staff
.-
•.
ter_
0000
106
99
74
74
76
8o
120
629
1.7
0100
84
76
64
66
73
73
85
521
1A
0200
98
56
52
55
56
51
81
449
1.2
0300
65
74
43
60
50
54
64
410
1A
0400
46
55
47
61
47
62
44
362
1.0
0500
47
80
52
54
60
66
50
409
1.1
0600
60
96
87
82
94
87
94
600
1.6
0700
93
143
137
150
159
154
144
980
2.7
0800
151
243
219
224
201
221
198
1,457
4.0
0900
183
249
248
246
236
256
199
1,617
4.4
1000
188
258
249
249
264
261
214
1,683
4.6
1100
198
253
258
266
265
279
214
1,733
4.7
1200
216
258
246
246
264
267
229
1,726
4.7
1300
217
270
261
274
252
257
222
1,753
4.8
1400
208
255
256
292
271
295
247
1,824
5.0
1500
195
303
287
247
300
283
238
1,853
5.1
1600
201
270
264
249
266
292
199
1,741
4.8
1700
182
239
228
239
263
281
243
1,675
4.6
1800
183
225
212
226
233
263
179
1,521
4.2
1900
184
195
205
200
177
223
196
1,380
3.8
2000
166
162
173
187
196
170
184
1,238
3A
2100
150
129
145
198
164
162
177
1,125
3.1
2200
143
145
122
125
143
176
155
1,009
2.8
2300
117
97
89
87
97
158
126
771
2.1
Total
3,481
4,230
4,018
4,1157
4,207
4,471
3,902
28,466
Avelday
67
81
77
80
81
86
75
78
In 2018, 28,466 calls were handled by Officers (94%) and 1,802 calls were handled
by CSOs (6%). The busiest day of the week was Friday with an average of 86 calls. The
distribution of calls throughout the day was as follows:
Matrix Consulting Group Page 34
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
• 15.3% occurred during the nighttime hours (midnight — 0800)
• 47.9% occurred during the daytime hours (0800-1600 hours)
• 36.7% occurred during the afternoon/evening hours (1600-midnight)
The following graph shows a depiction of the hourly call volume.
2,000
1,800
1,600
{A
1,400
1,200
v
1,000
a
800
a 600
2
400
200
0
Calls for Service by Hour
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Flour of the Day (1 = Midnight - 0100)
(1.1) Sworn Officer Call for Service Workload.
As mentioned above, sworn officers are the primary responding units to the vast
majority of calls for service. The following table shows the distribution of the calls handled
by sworn staff in 2018.
Matrix Consulting Group Page 35
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RAN CH❑ MIRAGE, CALIFGRNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Sworn Staff - 2018
0000
106
99
74
74
76
80
117
626
1.7
0100
84
76
64
64
72
73
85
518
1.4
0200
98
56
52
55
56
51
81
449
1.2
0300
65
74
43
60
50
54
64
410
1.1
0400
46
53
47
61
46
62
44
359
1.0
0500
46
78
49
53
57
65
50
398
1A
0600
58
90
82
75
88
83
93
569
1.6
0700
84
133
117
137
146
144
139
900
2.5
0800
141
222
193
203
185
200
186
1,330
3.6
0900
167
203
213
207
206
233
181
1,410
3.9
1000
176
228
214
211
236
237
192
1,494
4.1
1100
182
230
226
234
249
263
203
1,587
4.3
1200
201
231
214
224
235
245
219
1,569
4.3
1300
196
239
228
237
233
241
215
1,589
4A
1400
194
232
234
253
240
274
232
1,659
4.5
1500
186
285
271
230
276
269
226
1,743
4.8
1600
193
259
252
230
251
267
190
1,642
4.5
1700
171
225
218
225
249
272
229
1,589
4A
1800
180
211
205
215
221
257
173
1,462
4.0
1900
176
186
199
193
173
216
188
1,331
3.6
2000
160
158
166
180
187
166
177
1,194
3.3
2100
149
126
144
192
156
154
171
1,092
3.0
2200
140
142
119
122
139
172
152
986
2.7
2300
115
94
88
84
94
157
126
758
2.1
Total
3,314
3,930
3,712
3,819
3,921
4,235
3,733
26,664
Ave/day
64
76
71
73
75
81
72
73
PDPD sworn staff responded to 26,664 'unique' community generated calls for
service in 2018, or approximately 73 per day. Sworn staff handled 94% of the total
community generated call activity in Palm Desert.
The following table shows the most common call types for sworn staff in 2018, in
order of call frequency.
Matrix Consulting Group Page 36
CITIES OF INDIAN WELLS, LA GUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Sworn Staff
���i=lr]l�Yil1� ��ZR=116�
Burglary Alarm
4,461
911 Call from Mobile
3,195
Disturbance
1,140
911 Call from Business
881
Follow -Up
815
Outside Assist
807
Suspicious Person
790
Suspicious Circumstances
691
Welfare Check
638
Noise Disturbance
564
All Other
12,682
Total
26,664
The most common call type that PDPD responded to in 2018 was a reported alarm
activation, followed by a 9-1-1 call from a mobile phone. These two types of calls
accounted for 29% of all CFS for PDPD sworn officers.
(1.2) Calls for Service by Priority Type.
Refer to the Indian Wells section for the definition of priority types.
Calls by Priority Type
:)rity Na. %
1
53
0.2%
1 A
438
1.6%
2
10,490
39.3%
3
11,182
41.9%
4
4,271
16.0%
5
5
0.0%
9
225
0.8%
Total
26,664
100.0%
As shown above, Priority 1 and I calls for service account for less than 2% of all
calls for service. These types of emergency calls are infrequent and these statistics
indicates that the RCSD is appropriately classifying incoming calls for service. The
Matrix Consulting Group Page 37
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
majority of the calls for all years were Priority 2 and Priority 3 calls. The percentages for
these Priority types are within the ranges seen by the project team in other police studies.
(1.3) Average Times for Response and Handling of Calls for Service.
Refer to the Indian Wells section for these definitions and calculations. The table
below shows the number of Priority types of CFS and the average processing and call
handling times (in minutes).
Palm Desert PD - 20118 Response and Call Handling Times
1
53
1.0
4.9
5.9
129.0
134.0
118
1 A
438
0.7
5.2
6.0
50.9
56.2
410
2
10,490
2.9
8.7
11.7
28.6
37.3
6,524
3
11,182
7A
11.5
18.9
21.7
33.2
6,186
4
4,271
9.4
12.4
21.9
35.0
47A
3,375
5
5
9.1
8.8
17.9
4.4
13,3
1
9
225
19.3
27A
46.7
28.2
55.6
208
Total
26,664
5.7
10.4
16.2
27.4
37.8
16,614
The overall average "response" time for the first PDPD unit to arrive at the scene
of a call for service is 16.2 minutes. This is an excellent overall response time to all calls
and shows that even lower priority calls (Priority 3 and 4) in Palm Desert receive a fairly
fast response of 18.9 - 21.9 minutes. Officers' response time to the most serious calls
for service, Priority 1 and 1A, are significantly faster at 5.9 and 6 minutes. These travel
times are very good response times to emergency calls and within the 5 - 7 minute range
of response times seen by the project team in other law enforcement studies.
The average time on scene in 2018 was 27.4 minutes. This on scene time is well
within common time ranges seen by the project team in other police projects.
Matrix Consulting Group Page 38
CITIES OF INDIAN WELLS, LA DUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
0.4) Officer "Back -Up" Time, Reports Written and Bookings.
Refer to the Indian Wells section for methodology and calculations. The following
table shows the primary Officer call handling time and the resulting estimated workload
for back-up Officers' responses to the calls. The most important information obtained
from this table is the total number of hours required to handle the community generated
calls for service in Palm Desert.
Hours Required to Handle Calls for Service
OfficerTask AEL Primary Officer Back -Up
Responses to Calls 26,664 13,332 39,996
Call Handling Minutes 37.8 28.3 N/A
Call Handling Hours
16,8158
6,306 23,121
As shown above, the total number of hours required to handle community
generated calls for service in 2018 was 23,121 hours.
The time Officers take to book prisoners is captured in the CAD record (the Officer
is still typically listed in an "on scene" status) so all or almost all of an Officer's time spent
handling a prisoner should be captured in the CAD record. Additionally, Community
Service Officers commonly transport arrestees to the jail for booking which allows Officers
to return to an "available" status. However, the project team included an additional 15
minutes of prisoner handling time for the estimated number of bookings to capture any
time that might not have been included in the CAD record — this equaled 300 hours.
The project team considers the combination of calf handling hours, report writing
hours and arrestee processing hours as the minimum number of hours Palm Desert
Officers spent handling the "community demand" workload (i.e., calls for service and
S Note that this is more hours than listed in the table in the previous section — this is due to using the average
call handling time for all CFS in the current table.
Matrix Consulting Group Page 39
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
related tasks). The hours total is used to calculate Officers' committed time and proactive
time later in this report.
(2) Officer Initiated Activity for Sworn Staff
Refer to the Indian Wells section for what the project team takes into account to
calculate officer initiated activity. The following table shows the day and hour distribution
for the incidents that were initiated by sworn staff in 2018.
Palm Desert Self -Initiated Incidents — All Sworn Staff
0000
59
45
0100
70
59
0200
61
51
0300
27
31
0400
33
22
0500
15
22
0600
28
33
0700
43
102
0800
58
129
0900
63
102
1000
81
121
1100
56
108
1200
55
107
1300
75
122
1400
59
112
1500
56
101
1600
44
75
1700
42
82
1800
45
76
1900
34
74
2000
25
53
2100
25
53
2200
56
59
2300
40
49
Total
1,150
1,788
Avelday
22
34
,�Tue
Wed
Thu
Fri
Sat
Total
71
65
50
88
80
458
65
69
41
68
67
439
71
48
36
73
51
391
44
34
30
62
37
265
44
20
17
36
17
189
36
18
15
28
20
154
68
97
79
52
13
370
247
237
206
200
42
1,077
281
287
229
229
71
1,284
206
282
151
185
78
1,067
207
300
231
250
73
1,263
209
279
206
257
70
1,185
196
181
174
199
84
996
191
165
139
181
67
940
180
143
184
156
63
897
115
147
133
141
55
748
129
131
80
126
69
654
110
131
135
104
72
676
98
136
157
84
64
660
113
87
136
69
58
571
106
86
127
48
40
485
62
65
93
42
38
378
80
38
78
56
47
414
66
56
84
75
57
427
2,995
3,102
2,811
2,809
1,333
15,988
58
60
54
54
26
44
PDPD staff initiated an average of 44 incidents a day in 2018 — this includes all
sworn staff.
Matrix Consulting Group Page 40
CITIES ❑F INDIAN WELLS, LA QUINTA, PALM ❑ESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The three incident types of "area check", "traffic stop", and "citation" were the most
common types of Officer initiated activity and accounted for 73% of the total number of
self -initiated incidents in 2018. For clarification, "traffic stop" indicates a traffic stop where
no citation was issued; "citation" indicates a vehicle/bicycle/pedestrian stop in which a
citation was issued. The Traffic Units were responsible for 38%, or 6,098 of the self -
initiated incidents in 2018. The remaining 9,890 incidents were initiated by all other sworn
staff.
(3) Community Service Officers (CSOs) Also Provide Field Services to Palm
Desert.
Palm Desert contracts for eight Community Service Officers (CSOs), which are
assigned to Patrol Operations.
The following table displays the calendar year 2018 CSO calls for service as
documented in the CAD system.
Matrix Consulting Group Page 41
CITIES OF IND[AN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Community Service Officers - 2018
C.
,'1C+7a
''(_r:,
—
==Jk�li[•iiF�
0000
3
3
0100
2
1
3
0200
0
0300
0
0400
2
1
3
0500
1
2
3
1
3
1
11
0600
2
6
5
7
6
4
1
31
0700
9
10
20
13
13
10
5
80
0800
10
21
26
21
16
21
12
127
0900
16
46
35
39
30
23
18
207
1000
12
30
35
38
28
24
22
189
1100
16
23
32
32
16
16
11
146
1200
15
27
32
22
29
22
10
157
1300
21
31
33
37
19
16
7
164
1400
14
23
22
39
31
21
15
165
1500
9
18
16
17
24
14
12
110
1600
8
11
12
19
15
25
9
99
1700
11
14
10
14
14
9
14
86
1800
3
14
7
11
12
6
6
59
1900
8
9
6
7
4
7
8
49
2000
6
4
7
7
9
4
7
44
2100
1
3
1
6
8
8
6
33
2200
3
3
3
3
4
4
3
23
2300
2
3
1
3
3
1
13
Total
167
300
306
338
286
236
169
1,802
Avelday
3
6
6
7
6
5
3
5
PAP❑ Community Service Officers responded to 1,802 community generated calls
for service. This CSO workload is an average of five per day and approximately 6% of
the total number of PDPD calls for service.
The fallowing table shows the most common call types where a CSO was the
primary handling officer. The list of call types is arranged in order of the most frequent
calls in 2018.
Matrix Consulting Group Page 42
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Community Service Officers
Non -Injury Auto Collision
254
Petty Theft
159
Traffic Hazard
150
Auto Burglary
115
Abandoned Vehicle
107
Non -Injury Hit & Run Accident
97
Vandalism
87
Non -Injury Auto Collision Blocking Traffic
84
Minor Injury Auto Collision
83
Lost Property
68
All Other Calls
598
Total
1,802
Percent of the Total # of PDPD Calls
6.8%
(4) CSO Initiated Activity.
CSO duties also include proactive responsibilities such as vacation checks,
parking enforcement, and abandoned vehicles. Self -initiated incidents as documented in
the CAD system showed 2,886 incidents in 2018, which is an average of eight additional
incidents per day. The 2018 self -initiated activity by day and hour is shown in the following
table.
Matrix Consulting Group Page 43
CITIES ❑F INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CSO Self -Initiated Activity - 2018
• •Total
0000
13
17
29
17
16
18
13
123
0100
9
12
4
8
22
17
6
78
0200
14
5
5
14
16
9
4
67
0300
6
9
10
1
6
2
4
38
0400
2
6
2
10
4
3
27
0500
4
5
12
3
2
6
32
0600
1
6
1
6
1
5
20
0700
12
30
18
21
15
5
4
105
0800
14
36
70
78
54
35
3
290
0900
11
40
78
83
74
31
2
319
1000
9
64
62
73
71
37
1
317
1100
16
41
43
39
57
20
1
217
1200
11
24
36
23
26
16
7
143
1300
14
26
59
35
45
9
4
192
1400
20
25
69
44
42
12
2
214
1500
10
17
22
18
17
7
2
93
1600
10
11
15
16
4
4
2
62
1700
13
10
16
10
12
6
67
1800
5
11
6
14
9
7
5
57
1900
12
11
4
3
5
4
6
45
2000
17
5
1
3
7
2
2
37
2100
11
15
6
11
6
1
2
52
2200
43
30
26
25
10
12
146
2300
38
17
24
23
17
17
9
145
Total
315
473
606
577
545
270
100
2,886
Avelday
6
9
12
11
10
5
2
8
The most frequent self -initiated tasks were "Vacation Check" (2,143 incidents),
"Follow -Up" (147 incidents), "Citation" (130 incidents), and "Patrol Assist" (85 incidents),
In the following section, the project team provides a detailed analysis of the data
provided for Rancho Mirage P❑ (RMPD) utilizing the aforementioned methodology.
5. RANCHO MIRAGE PATROL STAFFING AND WORKLOAD.
Rancho Mirage contracts for 83 daily patrol hours to be provided by the RCSD or
a total of 30,295 hours annually.
Matrix Consulting Group Page 44
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(1) Community Generated Workloads.
Refer to the Indian Wells section for a description of the project team's analysis
relating to the number of community generated events within the City.
The first table in the series organizes the number of community generated calls for
service by hour and day of the week. RMPID responded to 10,847 unique community
generated calls for service, approximately 30 calls per day.
Rancho Mirage Community Generated Calls for Service — Sworn & Civilian Staff
0000
46
29
27
36
31
31
46
246
0.7
0100
38
26
23
28
35
29
38
217
0.6
0200
33
28
23
29
26
34
39
212
0.6
0300
18
24
22
32
20
22
27
165
0.5
0400
20
24
16
26
20
20
29
155
0A
0500
29
30
32
25
25
19
30
190
0.5
0600
27
31
33
30
33
35
35
224
0.6
0700
33
58
48
47
58
65
57
366
1.0
0800
47
110
102
91
88
91
63
592
1.6
0900
60
90
108
104
106
96
82
646
1.8
1000
68
99
111
88
93
113
85
657
1.8
1100
72
111
111
102
104
113
79
692
1.9
1200
67
116
88
114
85
88
77
635
1.7
1300
65
111
104
93
113
112
76
674
1.8
1400
69
83
93
107
89
112
83
636
1.7
1500
71
99
96
109
102
119
93
689
1.9
1600
63
103
96
89
113
114
77
655
1.8
1700
92
101
87
83
85
93
82
623
1.7
1800
50
87
68
89
86
100
74
554
1.5
1900
80
69
68
60
63
76
61
477
1.3
2000
69
64
72
53
60
62
77
457
1.3
2100
47
51
68
54
64
51
81
416
1.1
2200
43
47
32
44
62
63
80
371
1.0
2300
30
28
30
44
50
53
63
298
0.8
Total
1,237
1,619
1,558
1,577
1,611
11,711
1,534
10,847
Ave/day
24
31
30
30
31
33
30
30
In 2018, 10,243 calls were handled by Officers (94%) and 604 calls were handled
by CSOs (6%). The busiest day of the week was Friday with an average of 33 calls. The
distribution of calls throughout the day was as follows:
Matrix Consulting Group Page 45
CITIES DF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
16.4% occurred during the nighttime hours (midnight — 0800)
• 48.1 % occurred during the daytime hours (0800-1600 hours)
• 35.5% occurred during the afternoon/evening hours (1600-midnight)
The following graph shows a depiction of the hourly call volume.
1,a00
900
Sao
N
y 700
U 600
L 500
Q
400
300
Z
Zoe
loo
o -� t
1
1 2 3 4 5
Calls for Service by Hour
6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour of the Day (1 = Midnight - 0100)
(i.1) Sworn Officer Call for Service Workload.
As mentioned above, sworn officers are the primary responding units to the vast
majority of calls for service. The following table shows the distribution of the calls handled
by sworn staff in 2018.
Matrix Consulting Group Page 46
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Sworn Staff - 2018
0000
45
29
27
36
31
31
46
245
0.7
0100
38
26
23
28
35
29
38
217
0.6
0200
33
28
23
29
26
34
39
212
0.6
0300
18
24
21
32
20
22
27
164
0.4
0400
20
24
16
26
20
20
29
155
0A
0500
29
30
32
25
25
19
30
190
0.5
0600
27
28
32
30
32
33
33
215
0.6
0700
31
53
41
41
49
60
50
325
0.9
0800
42
91
94
79
84
84
56
530
1.5
0900
60
77
100
97
97
91
77
599
1.6
1000
62
84
103
73
88
102
81
593
1.6
1100
67
100
101
96
91
107
75
637
1.7
1200
58
104
78
103
79
79
73
574
1.6
1300
61
102
95
84
103
101
71
617
1.7
1400
64
79
87
94
83
103
75
585
1.6
1500
69
98
93
103
93
111
89
656
1.8
1600
60
102
95
81
107
105
70
620
1.7
1700
89
96
86
80
81
85
76
593
1.6
1800
48
84
66
88
81
98
73
538
1.5
1900
77
67
68
59
62
73
59
465
1.3
2000
68
64
71
47
57
59
76
442
1.2
2100
46
51
67
52
63
49
80
408
1.1
2200
42
46
31
43
62
63
80
367
1.0
2300
30
26
30
44
50
53
63
296
0.8
Total
1,184
1,513
1,480
1,470
1,519
1,611
1,466
10,243
Avelday
23
29
28
28
29
31
28
28
RMPD sworn staff responded to 10,243 `unique' community generated calls for
service in 2018, or approximately 28 per day. Sworn staff handled 94% of the total
community generated call activity in Rancho Mirage.
The following table shows the most common call types for sworn staff in 2018, in
order of call frequency.
Matrix Consulting Group Page 47
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Sworn Staff
��1•.i
ms�
Burglary Alarm
2,378
911 Call from Mobile
969
911 Call from Business
506
Disturbance
410
Follow -Up
317
Trespassing
257
Outside Assist
249
Welfare Check
247
Suspicious Circumstances
243
Suspicious Person
233
All Other
4,434
Total
10,243
The most common call type that RMP❑ responded to in 2018 was a reported alarm
activation, followed by a 9-1-1 call from a mobile phone. These two types of calls
accounted for 33% of all CPS for RMP❑ sworn officers.
(1.2) Calls for Service by Priority Type.
Refer to the Indian Wells section earlier in this report for definitions of priority types.
Calls by Priority Type
riorl No. % i
1
12
0.1%
1A
98
1.0%
2
4,518
44.1 %
3
4,085
39.9%
4
1,437
14.0%
5
3
0.0%
9
90
0.9%
Total
10,243
100.0%
As shown above, Priority 1 and 1A calls for service account for less than 2% of all
calls for service. These types of emergency calls are infrequent and these statistics
indicates that the RCS❑ is appropriately classifying incoming calls for service. The
Matrix Consulting Group Page 48
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
majority of the calls for all years were Priority 2 and Priority 3 calls. The percentages for
these Priority types are within the ranges seen by the project team in other police studies.
(1.3) Average Times for Response and Handling of Calls for Service.
Refer to the Indian Wells section for these definitions and calculations. The table
below shows the number of Priority types of CFS and the average processing and call
handling times (in minutes).
The table below shows the number of Priority types of CFS and the average
processing and call handling times (in minutes).
2018 Response and Call Handling Times
1
12
0.7
5.7
6.3
66A
72.1
14
1 A
98
1.2
5.8
6.9
77.8
83.6
136
2
4,518
3.1
10.1
13.2
26.0
36.0
2,713
3
4,085
6.2
11.7
17.9
20.6
32.3
2,199
4
1,437
7.9
13.7
21.6
37.5
51.2
1,227
5
3
3.8
9.8
13.6
12.0
21.8
1
9
90
24.2
7.0
31.2
129.2
136.2
204
Total
10,243
5.0
11.2
16.2
26.2
37.4
6,291
The overall average "response" time for the first RMP❑ unit to arrive at the scene
of a call for service is 16.2 minutes. This is an excellent overall response time to all calls
and shows that even lower priority calls (Priority 3 and 4) in Rancho Mirage receive a
fairly fast response of 17.9 - 21.6 minutes. Officers' response time to the most serious
calls for service, Priority 1 and 1A, are significantly faster at 6.3 and 6.9 minutes. These
travel times are good average response times to emergency calls and within the 5-7
minute range of response times seen by the project team in other law enforcement
studies.
Matrix Consulting Group Page 49
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The average time on scene in 2018 was 26.2 minutes. This on scene time is well
within common time ranges seen by the project team in other police projects.
(1.4) Officer "Back -Up" Time, Reports Written and Bookings.
Refer to the Indian Wells section for methodology and calculations. The following
table shows the primary Officer call handling time and the resulting estimated workload
for back-up Officers' responses to the calls. The most important information obtained
from this table is the total number of hours required to handle the community generated
calls for service in Rancho Mirage.
Hours Required to Handle Calls for Service
OfficerTask Primary
Responses to Calls 10,243 5,122 15,365
Call Handling Minutes 37.4 28.1 NIA
Call Handling Hours 6,3919 2,396 8,787
As shown above, the total number of hours required to handle community
generated calls for service in 2018 was approximately 8,787 hours.
The time Officers take to book prisoners is captured in the CAD record (the Officer
is still typically listed in an "on scene" status) so all or almost all of an Officer's time spent
handling a prisoner should be captured in the CAD record. Additionally, Community
Service Officers commonly transport arrestees to the jail for booking which allows Officers
to return to an "available" status. However, the project team included an additional 15
minutes of prisoner handling time for the estimated number of bookings to capture any
time that might not have been included in the CAD record — this equaled 115 hours.
9 Note that this is more hours than listed in the table in the previous section - this is due to using the average
call handling time for all CFS in the current table.
Matrix Consulting Group Page 50
CITIES GF INDIAN WELLS, LA QUINTA, PALM DESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The project team considers the combination of call handling hours, report writing
hours and arrestee processing hours as the minimum number of hours Rancho Mirage
Officers spent handling the "community demand" workload (i.e., calls for service and
related tasks). The hours total is used to calculate Officers' committed time and proactive
time later in this report.
(2) Officer Initiated Activity for Sworn Staff
Refer to the Indian Wei Is section for definitions of Officer Initiated activity.
The following table shows the day and hour distribution for the incidents that were
initiated by sworn staff in 2018.
Ranch Mirage Self -Initiated Incidents — All Sworn Staff
0000
34
23
0100
20
34
0200
10
25
0300
5
16
0400
9
10
0500
4
7
0600
2
6
0700
15
5
0800
14
37
0900
22
90
1000
15
70
1100
19
30
1200
24
25
1300
11
25
1400
17
34
1500
24
28
1600
17
26
1700
23
34
1800
26
49
1900
35
45
2000
29
23
2100
24
20
2200
37
20
2300
33
24
Total
469
706
Avelday
9
14
23
38
25
35
24
202
40
50
42
51
34
271
45
22
25
49
38
214
10
25
20
34
15
125
25
8
15
13
13
93
8
2
7
4
5
37
4
9
7
10
3
41
25
28
46
21
8
148
67
79
77
69
14
357
118
105
91
63
20
509
68
92
76
38
18
377
52
42
56
39
11
249
36
43
46
36
11
221
45
38
46
29
18
212
57
41
42
42
14
247
39
48
35
45
14
233
44
34
42
41
19
223
44
26
40
37
29
233
44
49
67
31
32
298
52
66
71
36
26
331
40
31
36
44
20
223
21
21
16
29
26
157
27
16
46
37
20
203
31
29
43
37
25
222
965
942
1,017
870
457
5,426
19
18
20
17
9
15
Matrix Consulting Group Page 51
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
RMPD staff initiated an average of 15 incidents a day in 2018 -- this includes all
sworn staff.
The three incident types of "area check", "citation", and "traffic stop" were the most
common types of Officer initiated activity and accounted for 74% of the total number of
self -initiated incidents in 2018. For clarification, "traffic stop" indicates a traffic stop where
no citation was Issued; "citation" indicates a vehicle/bicycle/pedestrian stop in which a
citation was issued. The Traffic Units were responsible for 30.5%, or 1,653 of the self -
initiated incidents in 2018. The remaining 3,773 incidents were initiated by the other
sworn staff.
(3) Community Service ❑fficers (CSOs) Also Provide Field Services to Rancho
Mirage.
Rancho Mirage contracts for five Community Service Officers (CSOs) which are
assigned to Patrol Operations.
The following table displays the calendar year 2018 CSO calls for service as
documented in the CAD system.
Matrix Consulting Group Page 52
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CFS Handled by Community Service Officers - 2018
0000
1
Tha-
1
0100
0
0200
0
0300
1
1
0400
0
0500
0
0600
3
1
1
2
2
9
0700
2
5
7
6
9
5
7
41
0800
5
19
8
12
4
7
7
62
0900
13
8
7
9
5
5
47
1000
6
15
8
15
5
11
4
64
1100
5
11
10
6
13
6
4
55
1200
9
12
10
11
6
9
4
61
1300
4
9
9
9
10
11
5
57
1400
5
4
6
13
6
9
8
51
1500
2
1
3
6
9
8
4
33
1600
3
1
1
8
6
9
7
35
1700
3
5
1
3
4
8
6
30
1800
2
3
2
1
5
2
1
16
1900
3
2
1
1
3
2
12
2000
1
1
6
3
3
1
15
2100
1
1
2
1
2
1
8
2200
1
1
1
1
4
2300
2
2
Total
53
106
78
107
92
100
68
604
Ave/day
1
2
2
2
2
2
1
2
RMP❑ Community Service Officers responded to 604 community generated calls
for service. This CSO workload is an average of two per day and approximately 6% of
the total number of RMPD calls for service.
The following table shows the most common call types where a CS❑ was the
primary handling officer. The list of call types is arranged in order of the most frequent
calls in 2018.
Matrix Consulting Group Page 53
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Most Common Call Types — Community Service Officers
Non -Injury Auto Collision
73
Petty Theft
63
Traffic Hazard
58
Vandalism
38
Non -Injury Collision Blocking Traffic
35
Minor Injury Auto Collision
34
Lost Property
34
Grand Theft
31
Auto Burglary
28
Stranded Motorist
23
Follow -Up
23
All Other Calls
164
Total
604
Percent of the Total # of RMPD Calls
5.9%
(4) CSO Initiated Activity.
CSO duties do also include proactive responsibilities such as vacation checks,
parking enforcement, and abandoned vehicles. Self -initiated incidents as documented in
the CAD system showed 1,637 incidents in 2018, which is an average of four additional
incidents per day. The 2618 self -initiated activity by day and hour is shown in the following
table.
Matrix Consulting Group Page 54
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
CSO Self -Initiated Activity - 2018
oGoo
1
2
5
2
5
15
0100
2
4
9
1
16
0200
1
1
2
4
0300
2
2
2
6
0400
0
0500
0
0600
1
1
0700
2
3
7
8
11
2
9
42
0800
13
18
11
23
15
15
10
105
0900
18
28
21
30
18
18
9
142
1000
7
17
20
29
16
22
9
120
1100
15
18
16
21
18
17
13
118
1200
14
12
18
21
11
8
12
96
1300
11
19
13
25
11
12
13
104
1400
9
10
13
20
15
10
10
87
1500
17
8
5
21
28
27
12
118
1600
20
4
3
21
33
20
12
113
1700
31
11
14
9
19
21
15
120
1800
25
9
9
14
23
15
20
115
1900
10
18
11
14
21
8
9
91
2000
6
12
8
23
12
19
6
86
2100
7
12
3
12
9
3
5
51
2200
11
11
2
17
11
8
2
62
2300
3
4
10
4
3
1
25
Total
223
223
176
318
292
232
173
1,637
Ave/day
4
4
3
6
6
4
3
4
The most frequent self -initiated tasks were "Vacation Check" (1,359 incidents),
"Follow -Up" (67 incidents), "Patrol Assist" (43 incidents), and "Citation" (42 incidents).
The number of crimes committed in a city, although it does not always result in a
call for service, is also a workload indicator for a police department and will be reviewed
in the next section.
6. CRIMES REPORTED IN EACH CITY IN 2017.
Although the level of crime in a community does not directly result in work for patrol
staff it does show similarities and differences between communities. It is important to
review the crime level as cities consider the feasibility of developing a common contract.
Matrix Consulting Group Page 55
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The first comparative data element examined by the project team is the number of
FBI Part 1 crimes reported in each city for 2017 — these are the most serious crimes in a
community. Indian Wells, La Quinta, Palm Desert and Rancho Mirage are adjacent cities
and similar in many ways (e.g. significant residential development, median income, city
services and infrastructure maintenance) there are also some differences between cities
(level of demand for police services, commercial/retail areas and future development).
The level of crime is one area that is a significant measure and reflects the level of police
services required in a community. The following table shows the number of crimes
reported to the police in each of the communities in 2017.
Grimes Reported in 2017
Homicide
0
0
0
0
Rape
0
8
3
0
Robbery
0
32
30
13
,69gravated Assault
1
27
58
15
Burglary
51
168
424
121
Larceny & Auto Burg
103
963
1,536
411
Auto Theft
5
66
116
40
Arson
0
1
0
Total
160
1,264
2,168
600
Violent Crimes
1
67
91
28
Pra ertyi Crimes
159
1,197
2,077
572
Total Crime Rate (per 1,000 residents)
29.9
30.9
41.5
32.8
Violent Crime Rate
o.2
1.6
1.7
0.15
Property Crime Rate
29.7
29.2
39.8
31.2
All four communities have low crime rates, both for violent crimes (homicide, rape,
robbery and aggravated assault) and property crimes. This indicates that the four cities
have similar policing needs.
Matrix Consulting Group Page 56
CITIES DF INDIAN WELLS, LA QUINTA, PALM ❑ESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
3. PATROL PROACTIVE TIME CALCULATIONS AND
FOUR CITY COMPARISONS
The previous Chapter provided the detailed evaluation of the number of calls for
service and also the call handling hours required of sworn patrol staff in 2018 for each
city. This Chapter will show the current level of "committed time" and the corresponding
level of "proactive time" in each community. Additionally, this Chapter will evaluate the
staffing needs of a combined four city contract and whether efficiencies may be achieved
should a common contract with RCSD be pursued.
1. SUMMARY OF THE FOUR POLICE DEPARTMENTS' WORKLOAD
The number of community generated calls for service is a primary indicator of
workload for a police department. This call volume is presented in the following table.
Community Generated CFS -4 City Comparison
Population (US Census 2017 est.)
5,404
41,304
52,932
18,306
117,946
Calls for Service
2,917
17,017
28,466
10,847
59,247
% of Workload
4.9%
28.7%
48.1 %
18.3%
100%
CFS per Capita
0.54
0.41
0.54
0.59
0.50
CFS Handled by Sworn Staff
2,653
15,948
26,664
10,243
55,508
Calls Handled by CSOs
264
1,069
1,802
604
3,739
In almost all of the hundreds of police agency projects conducted by the project
team the annual community generated patrol workload ranges between 0.4 and 0.6 calls
for service per resident - as shown above, all four cities are within that range. However,
the percentage of the total workload varies greatly due to the varying populations - Indian
Wells accounted for under 5% of the workload and Palm Desert accounted for the largest
share, 48.1 % of the four city workload.
Matrix Consulting Group Page 57
CITIES OF INDIAN WELLS, LA OUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The following table, using the number of CFS in 2018, shows the calculations of
the number of hours required to handle community generated calls for service (for both
the primary officer and backup officers), report writing time and also arrestee booking
time.
Patrol CFS Workload for 2018
r
Indian
La Quinta
Palm
Rancho 4
City Total
EL
Wells
Desert
Mirage
-
Calls for Service
2,917
17,017
28,466
10,847
59,247
Officer Handling Time (min./CFS)
34.5
37.2
37.8
37A
37.4
Primary Officer Handling Time
1,527
9,878
16,815
6,391
34,611
Backup Officers - Number of Calls
1,327
7,974
13,332
5,122
27,754
Backup Officers - (min.ICFS)
25.9
27.9
28.4
2B.1
28.1
Backup Officers Handling Time
573
3,704
6,306
2,396
12,979
Reports Written
597
3,710
5,999
2,305
12,611
Minutes per Report (average)
45
45
45
45
45
Report Writing Hours
448
2,783
4,500
1,729
9,458
Bookings
119
755
1,200
461
2,535
Booking Time
30
189
300
115
634
Total Patrol Workload Hours
2,578
16,553
27,920
10,631
57,682
City Percentage Workload
4.5%
28.7%
48.4%
18.4%
100.0%
In 2018 the community generated workload in all four cities required approximately
57,682 Patrol Officer hours. The percentage of total work hours for the individual cities
was very close to the percentage of the CFS volume shown in the previous table - the
minor variations are due to the Slightly different call handling times in the different cities.
Indian Wells workload accounted for 4.5% of the total workload hours, 28.7% for
La Quint@, 48.4% for Palm Desert and 18.4% for Rancho Mirage. This community
generated patrol workload hours are a major factor in determining an appropriate staffing
level for the police department as this is the work that the residents request the PD to do
and is therefore referred to as "community demand" workload.
The next section will provide additional detailed information to understand the
importance of proactive time and how it can be used by policymakers to provide the level
Matrix Consulting Group Page 58
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
of policing services desired for a community. This is followed by individual calculations
of the level of proactive time in each community in 2018.
2. THE LEVEL OF PROACTIVE TIME IS A TOOL THAT CAN BE USED TO
DETERMINE THE LEVEL OF POLICING SERVICES.
The response to calls for service, handling the "community demand" workload, is
the primary task that must be performed by all law enforcement agencies. The project
team uses the patrol workload to calculate the amount of time these tasks require and the
remaining level of "proactive time" that is available during the day to the sworn staff.
Proactive time is defined as the time available after handling all of the tasks resulting from
community generated calls for service. Proactive time is also sometimes referred to as
"uncommitted" time but it is a misnomer as work tasks must be, and other tasks should
be accomplished during this time.
Proactive time allows municipal law enforcement to develop programs and other
tasks that provide opportunities for police personnel to be more connected and involved
with the community members and groups. This law enforcement focus has been under
the general umbrella of "community policing" that aims to increase a Patrol Officer's
engagement in a community. Methods used to accomplish this include providing desired
services that have been identified by residents of the community, routine and regular
proactive law enforcement in neighborhoods and generally more frequent contact
between police personnel and the community.
A Patrol Officer's ability to provide these proactive patrol efforts depends not only
on the amount of time available during a shift, but also on an agency's procedures, the
culture of the organization, program management and also individual Officers' willingness
to engage in community policing activities. These efforts should also involve the regular
Matrix Consulting Group Page 59
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
and active participation of managers, supervisors and other specialty units (e.g.
Community Policing Officers).10
Determining the level of proactive time provides managers and policy makers with
an easily understood measure of the capability of the patrol workforce to provide proactive
law enforcement. This is an important tool that can be used by policymakers to determine
the level of policing desired in their community. This approach allows
policymakerslmanagers to select a "proactive time" target that is desired (e.g., 40%, 45%
or 50% proactive time level) and then basing the patrol staffing level on a combination of
the work that must be done (i.e., community generated calls for service) with the proactive
time level desired for the community. This also provides the methodology that can easily
keep pace with future growth that takes place in the city. Additionally, this method avoids
the problems in an "officers per thousand" ratio of sworn staff to population — using this
ratio is not an appropriate methodology to determine police department staffing as it does
not take into consideration the field workload.
The level of policing services provided in a community depends on the amount of
proactive time that is available. The following paragraphs list various types of
performance and tasks that most of the time will be able to be accomplished at the 40%
proactive time and 50% proactive time levels:
A 40% proactive time level is generally sufficient to provide blocks of time during
many shifts when Officers can conduct targeted patrol and identified beat projects
to address community issues. Average travel times to high priority community -
generated calls for service should commonly be less than 6 minutes and on -scene
times should commonly be above 30 minutes, which is typically sufficient to allow
thorough investigations and a high quality level of service.
70 Detailed information about the needs for both "reactive" time and "proactive" time for patrol services is
provided in Appendix A.
Matrix Consulting Group Page 60
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
• A 50% proactive time level will allow a patrol force on most days to have one or
more hours during their shift to conduct targeted patrol, work on specific projects
to address community issues and perform other officer -initiated activities. Average
travel times to high priority community -generated calls for service should
commonly be less than 5 minutes and on -scene times should commonly be above
30 minutes, which is typically sufficient to allow thorough investigations and a high
quality level of service.
These general performance items listed can be expected to be accomplished by
patrol officers at the different proactive time levels. The project team has recommended
a 45% proactive time level for the City of La Quinta in studies completed for them over
the last five years and also believes this is an appropriate level for the cities of Indian
Wells, Palm Desert and Rancho Mirage. Additional information about proactive time and
proactive time levels is provided in Appendix A.
It is not sufficient to only provide proactive time; the Department should have
clearly defined uses for proactive time — i.e. Officers should know what they are expected
to do with their time when not responding to calls for service. This may include the tasks
mentioned earlier such as preventive patrol for general visibility, traffic enforcement,
developing relationships with members of the community, visiting schools or parks and or
other appropriate activities.
The next section uses the police department workload to calculate the level of
proactive time in each city and also compares the four cities' results.
3. COMMITTED AND PROACTIVE TIME LEVELS — FOUR CITY COMPARISON.
The project team used the supplied data shown previously to calculate the
committed time and proactive time levels for each city.
Matrix Consulting Group Page 61
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(1) Assumptions Utilized to Calculate Committed and Proactive Time Levels.
There are several points of information and analytical assumptions that were
utilized in the calculation and analysis of Officers' committed and proactive time levels:
The community generated calls for service handled by sworn staff in calendar year
2018 was used -- this excludes civilian CSOs or staff from another agency, all
Officer initiated activities (such as traffic stops), administrative activities and calls
cancelled prior to an Officer being dispatched (calls where the Officer is cancelled
after being dispatched but before arrival at the scene are included).
• Patrol Officers are credited with handling all of the calls for service even though
another officer (e.g. Motor Officer) may have been the primary officer assigned to
the call.
• A normative value of a 50% back-up rate (i.e. an average of 1.5 Officers per call
for service) and a normative value of 75% of the total handling time was used for
backup officer responses as CAD data for back-up Officers was not available.
• The allocation of reports written for the hours of the day was based on the volume
of calls for service in the hourly time periods. Patrol Officers are credited with
writing 90% of the reports that were documented in the CAD data base.
• Prisoner handling time is captured in the CAD record but the project team added
an additional 15 minutes per booking in case some data was not accounted for in
CAD.
• Meals and other breaks are taken evenly across all hours of a shift.
• Administrative time was calculated at 105 minutes per shift. Administrative time
includes tasks such as attending roll call, meal breaks, vehicle servicing,
processing body worn camera videos, and meeting with a supervisor.
• The individual cities' Daily Patrol Hours was used to determine the staffing level:
8,760 for Indian Wells, 49,275 for La Quinta, 62,561 for Palm Desert and 30,295
for Rancho Mirage.
These assumptions are used to calculate the 2018 committed/proactive time levels
for each of the four cities in the following sections.
Matrix Consulting Group Page 62
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(2) Indian Wells PD - Patrol Officers Proactive Time.
Patrol Officers primarily spend their time handling community generated calls for
service and the tasks related to the calls (i.e. writing reports, booking arrested persons).
This committed time and the time for administrative tasks is deducted from the number of
daily patrol hours staffed to calculate the amount of time remaining, referred to as
proactive time.
The fallowing table uses the 2018 DPH for Indian Wells and calculates the
percentages of committed time and proactive time.
Indian Wells PD -- Committed and Proactive Time
Patrol Staff Allocation
Hours Staffed
Administrative Time
Available Work Hours
Calls for Service (CFS)
% of Total CFS
1 st Officer MinuteslCFS
1st Unit Hours
Back -Up Unit Responses
Back Up Minutes/CFS
Back Up Officer(s) Hours
10.0%
1 &0%
16.0%
876
1,577
1,402
157
282
250
720
1,295
1,151
214
217
600
8.1 %
8.2%
22.6%
34.5
34.5
34.5
123
125
345
107
109
300
25.9
25.9
25.9
46
47
130
22.0%
14.0%
20.0%
100.0%
1,927
1,226
1,752
8,760
344
219
313
1,565
1,583
1,007
��_
1,439
7,195
�
704
536
.
382
2,653
26.5%
20.2%
14.4%
100%
34.5
34.5
34.5
34.5
405
309
220
1,527
352
268
191
1,327
25.9
25.9
25.9
25.9
152
116
82
573
Reports Written
48
49
135
158
121
86
597
Report Writing Time
36
37
101
119
90
64
448
Bookings
10
10
27
32
24
17
119
Prisoner Handlina Time
2
2
7
8
6
4
�w�w■�
30
Total Committed Hours
_M___
208
211
583
684
521
371
2,578
Total Proactive Hours
512
1,084
568
899
487
1,068
4,617
Committed Time Percent
28.9%
16.3%
50.6%
43.2%u
51.7%
25.8%
35.8%
Proactive Time Percent
71.1 %
83.7%
49.4%
56.8%
48.3%
74.2%
64.2%
These calculations show that Patrol Officers spent approximately 36% of their
working hours handling community generated calls for service and the related tasks,
leaving an overall "proactive time" average of approximately 64%.
Matrix Consulting Group Page 63
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(3) La Quinta P❑ -- Patrol Officers Proactive Time.
Patrol Officers primarily spend their time handling community generated calls for
service and the tasks related to the calls (i.e. writing reports, booking arrested persons).
This committed time and the time for administrative tasks is deducted from the number of
daily patrol hours staffed to calculate the amount of time remaining, referred to as
proactive time.
The following table uses the total 2018 DPH for La Quinta and calculates the
percentages of committed time and proactive time.
La Quinta PD - Committed and Proactive Time
Patrol Staff Allocation
11.79%
19.16%
14.74%
21.47%
13.47%
Hours Staffed
5,810
9,441
7,263
10,579
6,637
Administrative Time
996
1,618
1,245
1,813
1,137
Available Work Hours
4,814
7,823
6,018
8,766
5,500
Calls for Service (CFS)
1,421
1,329
3,333
3,761
3,475
% of Total CFS
8.9%
8.3%
20.9%
23.6%
21.8%
1st Officer MinuteslCFS
37.2
37.2
37.2
37.2
37.2
1st Unit Hours
880
823
2,064
2,329
2,152
Back -Up Unit Responses
711
665
1,667
1,881
1,738
Back Up MinuteslCFS
27.9
27.9
27.9
27.9
27.9
Back Up Off icer(s) Hours
330
309
774
874
807
Reports Written
331
309
775
875
808
Report Writing Time
248
232
582
656
606
Bookings
67
63
158
178
165
Prisoner Handling Time
17
16
39
45
41
Total Committed Hours
1,475
1,379
3,459
3,904
3,607
TotalProactive Hours
3,339
6,444
2,559
4,863
1,893
Committed Time Percent
30.6%
17.6%
57.5%
".5%
65.6%
Proactive Time Percent
69.4%
82.4%
42.5%
55.5%
34.4%
19.37%a
100.0%
9,545
49,275
1,636
8,444
7,909
40,831
2,629
15,948
16.5%
100%
37.2
37.2
1,628
9,878
1,315
7,974
27.9
27.9
611
3,704
612
3,710
459
2,783
124
755
31
189
2,729
16,553
5,180
24,278
34.5%
40.5%
65.5%
59.5%
These calculations show that Patrol Officers spent approximately 40.5% of their
working hours handling community generated calls for service and the related tasks,
leaving an overall "proactive time" average of approximately 59.5%.
Matrix Consulting Group Page 64
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(4) Palm Desert PO - Patrol Officers Proactive Time.
Patrol Officers primarily spend their time handling community generated calls for
service and the tasks related to the calls (i.e. writing reports, booking arrested persons).
This committed time and the time for administrative tasks is deducted from the number of
daily patrol hours staffed to calculate the amount of time remaining, referred to as
proactive time.
The following table uses the total 2018 DPH for Palm Desert and calculates the
percentages of committed time and proactive time.
Palm Desert PD - Committed and Proactive Time
Patrol Staff Allocation
10.0%
18.0%
16.0%
22.0%
14.0%
20.0%
100.0%
Hours Staffed
6,256
11,261
10,010
13,763
8,759
12,512
62,561
Administrative Time
1,096
1,972
1,753
2,410
1,534
2,191
10,955
Available Work Hours
5,161
9,289
8,257
11,353
7,225
10,321
51,606
�
AUNWALk
�r
Calls for Service (CFS)
2,003
2,226
5,821
6,560
6,024
4,030
26,664
% of Total CFS
7.5%
8.3%
21.8%
24.6%
22.6%
15.1 %
100%
1st Officer Minutes/CFS
37.8
37.8
37.8
37.8
37.8
37.8
37.8
1st Unit Hours
1,263
1,404
3,671
4,137
3,799
2,541
16,815
Back -Up Unit Responses
1,002
1,113
2,911
3,280
3,012
2,015
13,332
Back Up Minutes/CFS
28.4
28A
28A
28A
28.4
28A
28.4
Back Up Officers) Hours
474
526
1,377
1,551
1,425
953
6,306
Reports Written
451
501
1,310
1,476
1,355
907
5,999
Report Writing Time
338
376
982
1,107
1,016
680
4,499
Bookings
90
100
262
295
271
181
1,200
Prisoner Handling Time
23
25
65
74
68
45
300
Total Committed Hours
2,097
2,331
6,095
6,869
6,308
4,220
27,920
Total Proactive Hours
3,063
6,958
2,162
4,484
917
6,101
23,686
Committed Time Percent
40.6%
25.1%
73.8%
60.5%
87.3%
40.9%
54.1%
Proactive Time Percent
59.4%
74.9%
26.2%
39.5%
12.7%
59.1%
45.9%
These calculations show that Patrol Officers spent approximately 54.1% of their
working hours handling community generated calls for service and the related tasks,
leaving an overall "proactive time" average of approximately 45.9%.
Matrix Consulting Group Page 65
CITIES QF INDIAN WELLS, LA QUINTA, PALM DESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(5) Rancho Mirage PD - Patrol Officers Proactive Time.
Patrol Officers primarily spend their time handling community generated calls for
service and the tasks related to the calls (i.e. writing reports, hooking arrested persons).
This committed time and the time for administrative tasks is deducted from the number of
daily patrol hours staffed to calculate the amount of time remaining, referred to as
proactive time.
The following table uses the total 2018 DPH for Rancho Mirage and calculates the
percentages of committed time and proactive time.
Rancho Mirage PD -- Committed and Proactive Time
Patrol Staff Allocation
10.0%
18.0%
16.0%
22.0%
14.0%
20.0%
100.0%
Hours Staffed
3,030
5,453
4,847
6,665
4,241
6,059
30,295
Administrative Time
532
958
851
1,171
745
1,064
5,321
Available Work Hours
2,497
4,495
3,996
5,494
3,496
4,995
24,974
Calls for Service (CFS)
838
885
2,359
2,432
2,216
1,513
10,243
% of Total CFS
8.2%
8.6%
23.0%
23.7%
21.6%
14.8%
100%
1 st Officer MinuteslCFS
37.4
37A
37A
37.4
37.4
37A
37.4
1st Unit Hours
523
552
1,472
1,517
1,383
944
6,391
Back -Up Unit Responses
419
443
1,180
1,216
1,108
757
5,122
Back Up Minutes/CFS
28.1
2B.1
28.1
28.1
28.1
28.1
28.1
Back Up Officer(s) Hours
196
207
552
569
518
354
2,396
Reports Written
189
199
531
547
499
340
2,305
Report Writing Time
141
149
398
410
374
255
1,729
Bookings
38
40
106
109
100
68
461
Prisoner Handling Time
9
10
27
27
25
17
115
as
..
Total Committed Hours
870
919
2,448
2,524
_ . _ _..ate:
2,300
-. ._
1,570
10,631
Total Proactive Hours
1,628
3,577
1,547
2,970
1,196
3,424
14,343
Committed Time Percent
34.8%
20.4%
61.3%
45.9%
65.8%
31.4%
42.6%
Proactive Time Percent
65.2%
79.6%
38.7%
54.1%
34.2%
68.6%
57.4%
These calculations show that Patrol Officers spent approximately 42.6% of their
working hours handling calls for service and the related tasks, leaving an overall
"proactive time" average of approximately 57.4%.
Matrix Consulting Group Page 66
CITIES CF INDIAN WELLS, LA QUINTA, PALM ❑ ESE RT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
4. PROACTIVE TIME COMPARISON.
The following table compares the total hours of work and the proactive time levels
for 2018 in the four communities.
Proactive Time Levels Comparison
Daily Patrol Hours
24
135
171.4
83
413.4
DPH for Year
8,760
49,275
62,561
30,295
150,891
All Calls for Service
2,917
17,017
28,466
10,847
59,247
CF5 Handled by Sworn
2,653
15,948
26,664
10,243
55,548
% CFS Handled by Sworn
90.9%
93.7%
93.7%
94.4%
93.7%
Available Patrol Work Hours
7,195
40,831
51,606
24,974
124,606
Committed Hours
2,578
16,553
27,920
10,631
57,682
Proactive Hours
4,617
24,278
23,686
14,343
66,924
Committed Time %
35.8%
40.5%
54.1 %
42.6%
46.3%
Proactive Time %
64.2%
59.5%
45.9%
57.4%
53.7%
Sworn staff in all cities handled about 94% of all calls for service. The average
proactive time level varied from 45.9% in Palm Desert to 64.2% in Indian Wells and the
average proactive time for all four cities is 53.7%. This is significantly above the
recommended 45% proactive time level and indicates that a high level of police services
are being provided to the communities.
It is important to note that although Indian Wells had the highest level of proactive
time they only contract for one Officer per hour — which can reasonably be considered the
minimum staffing level in a city, even for cities that contract for police services (two is the
minimum staffing level for a `stand-alone' police department).
The level of proactive time desired is a significant factor but not the only factor that
should be used to determine the staffing needs of a police department. Other factors
include the time required to complete administrative tasks, additional tasks that Patrol
Officers may routinely be required to accomplish during their shift, the number/severity of
Matrix Consulting Group Page 67
CITIES ❑F INDIAN WELLS, LA QUINTA, PALM DESERT AN RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
crimes committed in the community, daytime/nighttime population fluctuation, seasonal
population fluctuations, and the financial ability of a city to pay for policing services. The
project team believes that these various factors are similar in all four cities due to
demographics, they are adjacent to each other and the four cities are all served by RCSD.
The number of crimes reported vary in each of the communities and are one of the
factors that result in requested police services — it is reviewed in the following section.
The following section reviews the police services needs for the four communities.
5. PATROL STAFFING NEEDS FOR COMBINED POLICE SERVICES.
The following table uses the total 2018 patrol workload hours for the combined
service area of Indian Wells, La Quinta, Palm Desert and Rancho Mirage to calculate the
number of sworn Patrol Officers needed to provide policing services to these four cities
at a 45% proactive time level and a 50% proactive time level.
Patrol Staffing - Estimated Needs
1. Hours Needed to Handle CFS Workload
2. Hours Needed for Proactive Patrol
At 50% Proactive Time Level - additional staff hours
At 45% Proactive Time Level - additional staff hours
3. Total Hours Needed - Reactive & Proactive
At 50% Proactive Time Level
At 45% Proactive Time Level
4. Hours Worked per Officer
Annual Paid Hours
Leave Hours (vac, sick, WC, etc.) & Training
Deduct Hours for Admin. Time @ 105 min/shift (briefing, breaks,
vehicle check, etc.)
Net hours worked
5. Patrol Officers Required
At 50% Proactive Time Level
At 45% Proactive Time Level
Matrix Consulting Group
57,682
57,682
47,195
115,682
104,195
2,080
293
303
1,484
12 Hr. Shifts 10 Hr. Shifts
77.7 89.4
70.7 81.3
Page fib
CITIES dF INDIAN WELLS, LA QUINTA, PALM DESERT AN RAN CHG MIRAGE, CALIFGRNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
These calculations show that for calendar year 2018 the combined staffing need
was 81 Patrol Officers to achieve a 45% proactive time level. This calculation uses the
old 10-hour shift schedule that is being discontinued by RCSD in May 2019 and replaced
with a 12-hour shift schedule. The 12-hour shift deployment is a more efficient work
schedule as it reduces shift overlaps that are necessary for a 10-hour work schedule.
With the new 12-hour schedule, the staffing level required to achieve a 45% proactive
time level is 71 Patrol Officers, which is 13.44 fewer Patrol Officer positions than the
current staffing level; at the 50% proactive time level 78 Officers are needed, 6.44 fewer
than the current number of Patrol Officers.
Although the cities do not contract for a specific number of Patrol Officers, the Daily
Patrol Hours that are contracted for do convert into actual Patrol Officer positions
assigned to a city. A reduction of 13.44 Patrol Officer positions is equivalent to a savings
of 24,014 Daily Patrol Hours and a reduction of 6.44 positions is a savings of 11,505 Daily
Patrol Hours.
As shown earlier in this report, in 2018 the individual cities paid a combined total
of 150,891 daily patrol hours for Patrol Officer services in their city — this is equivalent to
84.4 Patrol Officers (at 1,787 net Officer work hours). The individual city proactive time
levels varied from 45.9% to 64.2% but this combined staffing level achieved a combined
average proactive time level of 53.7%.
Earlier in this report the individual police department staffing and the total numbers
were provided — it is shown here again for reference. The positions highlighted in yellow
are positions where, due to efficiencies of scale, fewer staff would be needed should the
cities decide to pursue a combined contract with RCSD.
Matrix Consulting Group Page 69
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Current Staffing Levels
Lieutenant
1
1
1
1
4
Lieutenant - Admin, Det, etc.
0
1.05
1.98
0
3.03
Patrol Sergeant
0
5
5
3
13
Admin Sergeant
1
1
2
Traffic Sergeant
1
1
SET Sergeant
1
1
1
3
Sergeant - other functions
0
1.83
3.71
1.0
6.54
Patrol Officer (based on 1,787 hours)
4.9
27.6
35.0
17.0
84.44
K9 Officer
1
1
Traffic Officer
1
4
6
3
14
Commercial Enforcement Officer
0.07
0.7
0.75
SET Officer
5
3
2
10
Business District Officer
1
4
5
School Resource Officer
1
2
1
4
Burglary Suppression or COP Officer
2
2
2
6
Task Force Officers (Narco, VC)
2
2
4
Investigators
0
5.3
8A
0
13.34
Civilian — CSOs
4
6
8
5
23
Total
12.97
62.70
86.47
35.95
198.1
It is important to note that the highlighted positions in italic font are ones that are
considered `overhead' positions assigned by RCSD — the contract cities do not have
control over the number assigned nor has RCSD provided the methodology how the
number is determined. For example, there were 4.9 Investigators assigned by RCSD to
La Quinta but the workload requires two or at mast, three Investigators based on a normal
investigative workload." Additionally, in 2019 RCSD increased the number of
investigators to 5.3 even though the number of FBI Part 1 crimes to investigate has
decreased over the last five years — from 2014 to 2918 the number of violent crimes
decreased from 87 to 42 and property crimes decreased from 1,329 to 1,154. At most,
" This information is from the project team's previous work on projects in La Quinta and other Riverside
County cities. The Investigator workload was obtained during the 2015 La Quinta Police Services Review
completed by the Matrix Consulting Group.
Matrix Consulting Group Page 70
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
this is a caseload of only 18 cases per month per Investigator.' This is a very low
average workload level for a detective.
The following table is the same as the table shown in the previous section but also
shows the number of positions that could reasonably be reduced in forming a combined
service area. Although the project team believes the number of `overhead' positions (in
italics) could also be reduced, no reduction is made as the cities do not have control over
these staffing levels for overhead positions.
Current Staffing and Reduced Staffing Needs for a Combined Service Area
.�IndiA---1ao
6
!
JLfpj_Ls
Quinta
Desert
Mirage
Lieutenant
1
1
1
1
4
2
(2)
... - Admin, Dot, etc.
0
1.05
1.98
0
3.03
na
na
Patrol Sergeant
5
5
3
13
12
(1)
Admin Sergeant
1
1
2
Traffic Sergeant
1
1
SET Sergeant
1
1
1
3
2
(1)
Sergeant - other functiops
1.83
3.71
1. Q
6.54
n
na
Patrol Offic6l — 96% Proactive
4.9
27.6
A0
17.0
84.44
7$.�
(6.44)
Patrol Officer — 45% Proactive
� 71.0
(13,44)
K9 Officer
1
1
Traffic Officer
1
4
6
3
14
Commercial Enforcement
Officer
0.07
0.7
0.75
SET Officer
5
3
2
10
Business District Officer
1
4
5
School Resource Officer
1
2
1
4
Burglary Suppression or COP
Officer
2
2
2
6
Task Force Officers (Marco,
VC)
2
2
4
Investigators
4.9
8.1
13
na
na
Civilian — CSOs
4
6
8
5
23
21
(2)
Total Current Staff
12.97
62.70
86.47
35.95
198.1
Fewer at 50% Proactive Time
185.3
(12.44)
Fewer at 45% Proactive Time
1178.3
(19.44)
11 If 90% of the cases required some investigation (a high estimate) it equals 1,47E Part 1 crimes divided
by 5 Investigators (.25 is counted as Investigators from a centralized major crimes unit that may be required
for very serious cases such as a homicide).
Matrix Consulting Group Page 71
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The project team believes that at a targeted 45% proactive time level, 13.4 fewer
Patrol Officer positions would be needed due to efficiencies realized in a four city
combined service area; at a 50% proactive time level the reduction of Patrol Officer
positions is 6.4.
Other reasonable efficiencies of a combined contract include six additional
positions: two Lieutenants (from 4 to 2), a Patrol Sergeant (from 13 to 12), one SET
Sergeant (from 3 to 2), and two Patrol ❑perations field service CSO positions.13 This is
a total reduction of either 19.4 positions (at a 45% proactive time level) or 12.4 staff
positions (50% proactive time level).
The project team recommends that one Captain be assigned as Chief to manage
the combined contract and provide overall management and administration. He/she
would need the assistance of two Lieutenants (Assistant Chiefs) in the management of
the contracts and oversight of staff. The number of other Lieutenant positions (i.e. Patrol,
Administrative, Investigative) would be determined by RCSD but likely remain the same.
The next Chapter evaluates the feasibility of developing a common contract and
possible cost sharing options.
13 This is a conservative number based ❑n the 2018-19 workload analysis completed for the city of La
Quinta that showed the Patrol CSOs have the capacity to increase their current workload by at least 20%
without a reduction in service.
Matrix Consulting Group Page 72
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
4. DEVELOPING A FOUR CITY CONTRACT WITH
THE RCSD AND COST SHARING OPTIONS
The central issues in the analysis in this Chapter is to use the efficiencies that can
be realized and others that should be realized (e.g. reduction in Investigations staffing) to
develop a contract with the Riverside County Sheriff's Department and also viable options
for the four cities in cost sharing. There are several assumptions that will be used in
developing these options.
1. ASSUMPTIONS THAT WILL BE USED FOR THE FEASIBILITY ASSESSMENT
The following assumptions and guidelines will be utilized to develop our analysis
for this feasibility assessment.
• Only core Patrol services will be fully integrated to provide police services for the
four cities.
• Each City will individually continue to pay the additional costs for additional
services desired (e.g. Motor Officers, CSOs, etc.).
• The current costs of regional staff (e.g. Investigators, Office support staff) and
"overhead costs" calculated by the RCSD cannot be individually determined and
current staffing overhead levels will be used.
• One Captain and two Lieutenants will be able to function as the Police Chief and
Assistant Chiefs for the contract.
• Allocation of management costs for management (Captain and Lieutenants) and
supervision costs (Administrative Lieutenant, Patrol Sergeants) will be equally split
among the four cities.
Based on these assumptions, the project team has developed recommended
staffing options for a combined contract, discussed in the next section.
Matrix Consulting Group Page 73
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
2. EFFICIENCIES REALIZED FROM A COMBINED POLICE SERVICES
CONTRACT AT THE RECOMMENDED 45% PROACTIVE TIME LEVEL.
There are benefits to the community to combine together to provide policing
services for a large community. Many of these are related to the 'economy of scale'
benefits such as a lower cost for management and administrative support.
If a combined contract for the four cities is obtained, it is important for each city to
understand that each city may no longer have their "own" police staff. The combined
patrol operations may staff beats that may overlap city borders. Deputies will be assigned
to all areas but services will be provided, as they are now, on a priority basis —the highest
priority incident(s) will be responded to and handled first. There is also a benefit to having
a larger combined police department as a greater number of resources are on duty and
immediately available to respond to emergencies and critical incidents in any of the four
cities. Additionally, it must also be recognized, if there is only one police chief then it will
reduce the availability of the police chief at times, as he/she will be responsible for more
than one city administration.
The following table summarizes the positions that can reasonably be reduced in a
four city police department, using a targeted 45% proactive time level.
Staffing Efficiencies
eosnion
L;irrent
neeuea'
'j=
Lieutenant
4
2
2
Patrol Sergeant
13
12
1
SET Sergeant
3
2
1
Patrol Officer
84.4
71
13.4
Sworn Staff Totals
104.4
94
17.4
Community Service Officer
23
21
2
Total Positions Reduced
19.4
A total of 17.4 sworn positions and 2 civilian positions can reasonably be reduced
if the four cities develop a combined police services contract. However, the contract cities
Matrix Consulting Group Page 74
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
receive patrol services by contracting for Daily Patrol Hours rather than a specific number
of Officers (all positions except Patrol Officer are contracted for by position) — the 13.44
Patrol Officer positions represent 24,014 Daily Patrol Hours.
(1) Dollar Cost Savings From a Combined Service Area
The following table shows the cost savings for the 13.44 Patrol Officer positions
expressed as Daily Patrol Hour savings.14
Patrol Officer to Daily Patrol Hours
Fewer Patrol Officers 13.44
Equals Fewer DPH 24,014
Cost Per Hour in 2018/19 $ 183.60
Savings $ 4,408,970
The following table shows the savings realized for all of the position reductions in
a combined police service area. level.
Total Cost Savings
Patrol Officers Savings - from above
13."
$ 41408,970
Management & Civilian Positions
Lieutenant
2
$
277,722
$ 555,443
Patrol Sergeant
1
$
245,690
$ 245,690
SET Sergeant
1
$
245,690
$ 245,690
Civilian — CSOs
2
$
127,026
$ 254,051
Management & Civilian Savings
6.0
$ 1,300,874
Total
19.4
$ 5,709,844
The efficiencies of a combined police service area would result in a staffing
reduction equivalent to 19.4 positions and a total savings of approximately $5.7 million.
The next section discusses an appropriate allocation of costs to each city.
1". The cost savings of 6.44 Officer positions (50% proactive time level) is $1,112,318 ($183.60 x 11,505
DPH savings from the current level).
Matrix Consulting Group Page 75
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
(2) Allocation of Costs to the Four Cities — Option 1.
This Option allocates the savings and is based solely on the workload percentage
(total calls for service) in each city. This option results in savings from the reduction in
DPH for all four cities in addition to the savings from the reduction in management and
administrative costs.
The following table shows the savings in Daily Patrol Hours and
management/civilian costs for a combined police services contract.
Allocation of Cost Savings -- Option 1
CFS in 2018
2,917
17,017
28,466
10,847
59,247
% of Total CF5
4.9%
283%
48.0%
18.3%
100.0%
% of DPH Savings Allotted
4.9%
28.7%
48.0%
18.3%
100.0%
to Each City
DPH savings
1,182
6,897
11,538
4,397
24,014
Patrol Officer Hourly Rate
183.60
183.60
183.60
183.60
Annual Patrol Savings
217,074
1,266,350
2,118,348
807,198
4,408,970
Mgmt. & Civilian Savings
325,219
325,219
325,219
325,219
1,300,874
Total Savings
$ 542,292
$ 1,591,568
$ 2,443,566
$ 1,132,417
$ 5,709,844
This shows the allocation of the total $5.7 million savings from a reduction in the
daily patrol hours and the management/civilian positions savings. In this option Indian
Wells shares in the DPH savings of 24,014 hours — each city receives a share of the DPH
savings based on the percentage of total calls for service — 4.9% for Indian Wells, 28.7%,
for La Quinta, 48.0% for Palm Desert and 18.3% of the savings for Rancho Mirage.
(3) Allocation of Costs to the Four Cities — Option 2.
This Option takes into account the basic minimum policing needs of a small city
such as Indian Wells and assigns a minimum number of Daily Patrol Hours that should
be paid for by the city, which eliminates savings to Indian Wells from the reduction in Daily
Patrol Hours.
Matrix Consulting Group Page 76
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The four cities range in population from approximately 5,000 people to almost
53,000 people and contract for policing services appropriate for their community. In order
to determine an appropriate cost allocation methodology, it is necessary to provide
background information regarding the requirements of policing small communities, such
as Indian Wells that have both a low number of crimes committed and few calls for
service. Even in these communities there is a minimum staffing level that is required
every hour of the day. Indian Wells currently contracts for 8,760 hours annually which is
the equivalent of one Patrol Officer on duty 24 hours a day and the bare minimum for a
city — but at this level, it often requires assistance from other Patrol Officers to handle
calls when more than one Officer is required. Indian Wells benefits from it being served
out of the Palm Desert Sub -Station along with Officers assigned to Palm Desert and
Rancho Mirage, as the Officers from all three of these jurisdictions provide back-up
support to each other when more than one Officer is needed. If Indian Wells did not
receive this routine assistance from neighboring Patrol Officers and functioned as a
'stand-alone' police department the minimum staffing would be one Sergeant and one
Officer -- twice the hours that Indian Wells is currently paying for through their contract
with RCS. Because of this, the allocation of cost model will show the minimum Daily
Patrol Hours currently paid by Indian Wells should continue to be the amount paid by
Indian Wells in a combined contract with La Quinta, Palm Desert and Rancho Mirage.
The management and overall coordination of the combined PD should be provided
by one Captain. The Captain will be assisted by two Lieutenants and no more than 3.45
other `overhead' Lieutenant positions that are assigned by RCSD.
Matrix Consulting Group Page 77
CITIES OF INDIAN WELLS, LA DUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The RCSD methodology of assigning overhead positions cannot be determined in
this process, so the project team has developed this allocation methodology to determine
the allocation of the identified savings of costs of a combined contract. The savings of
management and administrative costs should be shared equally among the four cities.
The number of Daily Patrol Hours allocated to Indian Wells is 8,760 Daily Patrol Hours,
which is what they are currently contracting for with RCSD.
The following table shows the savings in Daily Patrol Hours and
management/civilian costs for a combined police services contract.
Allocation of Cost Savings — Option 2
CFS in 2018
2,917
17,017
28,466
10,847
59,247
• of Total CFS
4.9%
28.7%
48.0%
18.3%
100.0%
• of DPH savings Allotted
0.0%
30.4%
49.7%
19.9%
100.0%
to Each City
DPH savings
-
7,291
11,932
4,790
24,014
Patrol Officer Hourly Rate
$ 183.60
$ 183.60
$ 183.60
$ 183.60
Annual Patrol Savings
-
$ 1,338,657
$ 2,190,655
$ 879,506
$ 4,408,818
Mamt. & Civilian Savings
$ 325,219
$ 325,219
$ 325,219
$ 325,219
$ 1,300,874
Total Savings
$ 325,219
$ 1,663,876
$ 2,515,873
$ 1,204,724
$ 5,709,692
This shows the allocation of the total $5.7 million savings from a reduction in the
daily patrol hours and the management/civilian positions savings. In this option Indian
Wells continues to pay 8,760 DPH annually (one Officer 24/7) which leaves a DPH
savings of 24,014 hours that is prorated to the other three cities based ❑n the percentage
of calls for service — 30.4% of the savings for La Quinta, 49.7% of the savings for Palm
Desert and 19.9% of the savings for Rancho Mirage.
Both of these options presented are reasonable and should be discussed among
the cities to decide the best option for the four cities.
Matrix Consulting Group Page 78
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AN RAN CHG MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police services Contract
APPENDIX - PATROL STAFFING FACTORS AND
GUIDELINES FOR COMMUNITIES
Over the course of several hundred Police Department studies the Matrix
Consulting Group has developed a list of key elements in the effective provision of field
patrol services in a community, including the responsibility of Officers to be proactive
during their shifts (to identify and resolve problems) and not just reactive in handling calls
for service. These general policing elements are summarized on the next several pages.
Reactive Patrol • The primary mission of any law enforcement field patrol force and
Requirements the most critical element of successful patrol services.
• The PD should have clearly defined areas of responsibility (beats).
• The Department should have clearly defined response policies in
place; including prioritization of calls, response time targets for
each priority and supervisor on scene policies.
• This reactive workload should make up between 50% and 65% of
each Officer's net available time per shift (on average), This
Includes time to write reports, transport and book prisoners.
Proactive Patrol "Proactive time" is defined as all other activity not in response to a
Requirements citizen generated call; it occurs during the shift when Officers are
not handling calls and have completed other necessary tasks; it
includes items such as traffic enforcement, directed patrol, bike
and foot patrol. It is also sometimes referred to as "uncommitted"
time but that is somewhat of a misnomer as it only means "not
committed to handling community generated calls for service".
• The Department should have clearly defined uses for "proactive
time" — i.e. Officers should know what they are expected to do
with their time when not responding to calls for service. This may
include targeted preventive patrol for general visibility, traffic
enforcement, developing relationships with members of the
community, visiting schools or parks.
• The proactive element of field patrol should make up between
35% and 50% of an Officer's day (on average).
• Research and experience have shown the 35% — 50% range to
be reasonable "proactive time" levels in most communities.
Matrix Consulting Group Page 79
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AN RAN CH0 MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Problem Identification • Effective proactive patrol for municipal law enforcement requires
and Resolution the rapid identification of problems and issues, the development
of an action plan to address issues as they arise, implementation
of the potential solution and regular evaluations to determine if
the approach successfully addressed the issue.
• This approach should be used on criminal, traffic and other quality
of life problems reported to the Department or discovered by
Officers during the course of their patrol duties.
• Officers have the primary role in accomplishing proactive tasks,
field projects (e.g. Problem Oriented Policing), etc.
• Formal and informal mechanisms for capturing and evaluating
information should be used. This should be primarily handled by
Officers and supervisors, but managers must also have
involvement and oversight.
Management of Patrol Patrol supervisors and managers must take an active role in
Resources management of patrol. This includes developing and utilizing
management reports that accurately depict the activity, response
times to calls for service and the variety of current issues and
problems being handled by patrol units.
• Resources must be geared to address actual workload and
issues. This includes ensuring that patrol staffing is matched to
workload, that patrol beats or sectors are designed to provide an
even distribution of workload.
• This also includes matching resources to address issues in a
proactive manner. This may include shifting beats to free staff to
handle special assignments, assigning Officers to targeted
patrols, assigning traffic enforcement issues, etc.
• Staffing should be related to providing effective field response to
calls for service, provision of proactive activity and ensuring
Officer and the safety of members of the public.
• Supervisors should be both an immediate resource to field
Officers (for advice, training, back-up, inter -personal skills) and
field managers (handling basic administrative functions).
Measurement of • Data should be used to plan and manage work in Patrol and other
Success and field work units.
Performance • Effective field patrol should be measured in multiple ways to
ensure that the Department is successful in handling multiple
tasks or functions.
• Examples of effective performance measurement include:
response time, time on scene, number of calls handled by an
Officer, back-up rate, citations/warnings issued, and the overall
level of crime and clearance rate.
• Managers and supervisors should track and review performance
measures on a regular basis to know what level of service is
being provided to the community and for use as one of the tools
to ensure that services are effective and efficient.
Matrix Consulting Group Page 80
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
The matrix above summarizes the basic elements of an effective patrol service in
a community that provides both reactive field services (response to community generated
calls for service) and proactive work by Patrol Officers. During these times of limited or
decreasing budgetary resources it becomes critically important for managers of the patrol
function to make the best use of Officers' time to provide effective policing and to meet
community expectations.
The following points summarize the key elements identified above in the effective
provision of field patrol services:
Effective municipal law enforcement requires a field patrol force, which is designed
and managed to be flexible in providing both reactive and proactive response to
law enforcement issues in the community.
This requires that the Department balance personnel, resources and time to
handle both reactive and proactive service elements. Between 50% and 65% of
an officer's time should be spent handling all of the elements of reactive patrol.
The remaining 35% to 50% should be spent specific proactive patrol activities,
other self -initiated tasks and community policing activities. A lower percentage of
proactive time may be reasonable when the agency has other worm units that
conduct targeted proactive activities.
When an Officer has a block of time available (e.g. during a slow day) the activities
planned/conducted during this time should be part of a Patrol plan and not left
unstructured and random. Effectively addressing issues in the community requires
tasks be accomplished as part of a plan — addressing specific problems in pre-
determined ways. The plans should be overseen by management but planned
and accomplished at the Officer, Sergeant or watch commander level.
Any effective proactive approach to patrol requires that information be managed
formally and that a formal effort be put into evaluating that information. This
evaluation should lead to specific actions to address issues/problems in a
community. In addition, attempts to address problems should be evaluated
formally to determine if the efforts made have been effective.
These basic elements represent the essential ingredients of effective and efficient
municipal field law enforcement in United States in the 2151 century.
Matrix Consulting Group Page 81
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
Patrol "proactivity" is a very important part of field operations in communities where
the call for service volume can vary significantly during hours of the day and season.
During certain hours and months, very little time may be available for proactive initiatives,
while on other days significant time may be spent on directed and officer -initiated activity.
Planning and establishing patrol goals and specific pro -activity targets are important for
effective management of a patrol operations force and to ensure that patrol officers are
being used to accomplish desired tasks in meeting established goals. In most
communities, the expectations placed on the police department to ensure a safe and
orderly community are relatively high. Effectively managing proactive tasks of all field
personnel is one significant method to demonstrate the department is taking the
necessary steps toward the goal of creating and/or maintaining a safe community.
FACTORS THAT SHOULD BE CONSIDERED WHEN DETERMINING AN
APPROPRIATE PATROL STAFFING LEVEL.
The project team uses an analytical approach to determine the staffing level
required in a community such as Indian Wells, La Quinta, Palm Desert and Rancho
Mirage. The approach is characterized by several key factors that provide the basis for
objective evaluation of a patrol force:
• Staffing should be examined based on the ability of current staff to handle the calls
for service generated by the community (and the related work such as report
writing and processing arrestees); as well as providing sufficient time for proactive
activities such as directed patrol, traffic enforcement and addressing on -going
issues/problems in a neighborhood.
Staffing is dependent on the time officers are actually available to perform the work
required of the patrol function. In this evaluation, leave hours usage and time
dedicated to administrative functions are examined.
• The number of patrol staff deployed should be the result of policymakers (City
leaders) selecting a level of policing that is desired by the community. Establishing
a targeted average level of proactive or uncommitted time is an effective method
Matrix Consulting Group Page 82
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
to determine the policing level that will be provided and also gives guidance to the
police chief.
The project team's analysis does not include the utilization of ratios such as officers
per thousand residents because it does not account for the unique characteristics
of communities (e.g. demographics, workload, unique community needs,
deployment). Although these ratios are interesting, they do not provide a
comprehensive measure of staffing needs for a specific community, nor should
policymakers use them as a basis to make decisions regarding patrol staffing. The
project team's approach is supported by the International Association of Chiefs of
Police (IACP) that views officer per thousand ratios as "totally inappropriate as a
basis for staffing decisions"".
Other significant factors for policy makers to consider when determining staffing
levels include, but are not limited to, the following:
• The type, severity and volume of crime in a community.
• The ability of the Police Department to meet response time goals to calls for service
and solve crime.
• The desired level of Police Department involvement in providing non-traditional
police services such as neighborhood problem solving, graffiti removal, community
meetings and events and teaching/role modeling in the schools.
• The desired level of proactive efforts such as traffic safety and parking
enforcement, narcotics enforcement, enforcement of vice crimes such as
prostitution and liquor laws.
• Providing for basic officer safety and risk management of a patrol force. In some
police agencies, primarily smaller ones, the desired level of proactive time may not
be the primary measure to determine the minimum number of patrol officer
positions needed. It may be driven by officer safety concerns and the need to
provide reasonable community coverage 24 hours a day, seven days a week. For
example, a staffing level needed to meet basic officer safety concerns may result
in a proactive time that may be significantly above the 50% level for a portion of
the day (typically the early morning hours).
The following summary is provided in order to illustrate the implications of various
proactive time levels:
i5 International Association of Chiefs of Police, Patrol Staffing and Deployment Study, 2004, document
7218.
Matrix Consulting Group Page 83
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
A proactive time level of 25% or less reflects a patrol staff that is essentially fully
committed most of the time (except during the low CF5 hours of the day).
Estimating this level as being fully committed is based on the fact that the CAD
system does not capture all work tasks, functions and administrative duties that
are performed by officers. At this high level of committed time (75%) the average
travel times to high priority community -generated calls for service may be above 8
or 9 minutes and on -scene times may be below 30 minutes due to calls "stacking"
and the need to respond to other incidents. This may not be enough time to
conduct a thorough investigation of the incident or provide a high quality level of
service.
At this level of proactive time, during most hours of the shift, Officers will be
responding to CF5 and will not have time for any consistent proactive or project -
oriented activity. The blocks of time will be generally too short (less than 20
minutes) to allow meaningful targeted patrol, working on beat projects, or
neighborhood issues.
A 40% proactive time level is generally sufficient to provide blocks of time during
most shifts when Officers can conduct targeted patrol and identified beat projects
to address community issues. Average travel times to high priority community -
generated calls for service should commonly be less than 5 minutes and on -scene
times should commonly be above 30 minutes, sufficient to allow thorough
investigations and sufficient time to provide a high quality level of service.
A 50% proactive time level will allow a patrol force on most workdays to have
several hours during their shift to conduct targeted patrol, work on specific projects
to address community issues and perform other officer -initiated activities. Average
travel times to high priority community -generated calls for service should
commonly be less than 5 minutes and on -scene times should commonly be above
30 minutes, sufficient to allow thorough investigations and sufficient time to provide
a high quality level of service.
Proactive time levels above 50% may provide a challenge to supervisors to keep
officers busy with meaningful work and engaged in the job. For communities that
do have this high level of proactive time, it is important to plan for productive work
and measure the results.
Each community can choose an appropriate target level of proactive time desired
for its patrol staff based on its unique needs, available funding, and policing model. An
overall average proactive time level of 40% to 50% is a reasonable target/goal for a
community that desires a patrol force which can provide a consistent level of proactive
services to the community. Policymakers should determine the policing level for their
Matrix Consulting Group Page 84
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
community and understand the impacts of higher and lower proactive time levels. Higher
targeted proactive time levels will require more staff, but also ensure that the police force
is able to provide a higher level of service to the community through proactive policing
and will also allow patrol officers to be more involved in issues/problems in the
neighborhoods in which they serve.
Communities with a proactive time level above 50% have the luxury of patrol staff
handling more community problems/issues and unique needs. However, in these
situations it is very important for patrol managers to plan the use of proactive time to
accomplish identified needs. This requires that Officers and Sergeants make good use of
their available proactive time and have accountability measures in place for evaluation.
Sergeants and Officers on a given shift should be involved in determining individual
productivity goals, receive regular feedback from their supervisor, and measure
accomplishment of those goals throughout the year as part of the department's
performance evaluation and accountability system. With this system, supervisors should
be provided regular (i.e., monthly) statistical reports showing each individual officer's
productivity, such as reports written, investigations conducted, arrests made, field
contacts (e.g., vehicle and pedestrian stops), citations or warnings issued, foot patrol,
problems/issues addressed on their beat, community meetings attended, and the number
of calls for service handled.
Policymakers should use the above factors to determine appropriate staffing levels
for all functions within the police department. The goal of a patrol staffing analysis is to
ensure sufficient patrol resources on duty 24 hours a day and available to providing a
high level of service to the community. The ability of a police department to achieve a
Matrix Consulting Group Page 85
CITIES OF INDIAN WELLS, LA QUINTA, PALM DESERT AND RANCHO MIRAGE, CALIFORNIA
Final Report on the Feasibility of Developing a Shared Police Services Contract
high level of service depends on knowing and evaluating the community demand
workload —the number of community -generated calls for service, reports, and bookings
of arrested persons. These are the factors used by the project team to evaluate the
number of Patrol Officers needed to achieve a staffing level that will provide the level of
pro -activity desired by a community.
Matrix Consulting Group Page 86