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HomeMy WebLinkAbout2022-02-09 PSC Regular Meeting Agenda Packet CITY OF PALM DESERT PUBLIC SAFETY COMMISSION AGENDA WEDNESDAY, FEBRUARY 9, 2022 (VIRTUAL MEETING) 3:30 P.M. CITY OF PALM DESERT, CALIFORNIA I. CALL TO ORDER II. ROLL CALL III. ORAL COMMUNICATIONS Any person wishing to discuss any item not appearing on the agenda may address the Public Safety Commission at this point by giving his/her name and address for the record. Remarks shall be limited to a maximum of three (3) minutes unless the Public Safety Commission authorizes additional time. Because the Brown Act does not allow the Public Safety Commission to take action on items not on the Agenda, members will not enter into discussion with speakers but may briefly respond or instead refer the matter to staff for a report and recommendation at a future Public Safety Commission meeting. Reports and documents relating to each of the following items listed on the agenda are available for public inspection at the City Manager’s Office and on the City’s website at www.cityofpalmdesert.org. IV. CONSENT CALENDAR A. MINUTES of the Regular Public Safety Commission meeting of January 12, 2022. Rec: Approve as presented. Action: Pursuant to Assembly Bill No. 361, the Public Safety Commission may be conducted via Teleconference/Virtual Meeting and there will be no in-person public access to the meeting location. AGENDA PUBLIC SAFETY COMMISSION FEBRUARY 9, 2022 2 B. RECEIVE AND FILE Palm Desert Specialized Units End of the Month Report for January 2022. Rec: Receive and file. Action: C. RECEIVE AND FILE Riverside County Fire Department/Cal Fire End of the Month Reports for January 2022. Rec: Receive and file. Action: D. RECEIVE AND FILE Code Compliance Weekend Reports for January 2022. Rec: Receive and file. Action: E. RECEIVE AND FILE Emergency Services Coordinator Monthly Report for January 2022. Rec: Receive and file. Action: V. UNFINISHED BUSINESS A. Continuation of the January 12, 2022 discussion, request to approve a second amendment to the agreement for law enforcement services between the City of Palm Desert and the County of Riverside (Contract No. C38780). VI. NEW BUSINESS A. REQUEST FOR RECOMMENDATION ON THE Advertisement of a Request for Proposal for Automatic License Plate Recognition (ALPR) Technology at Selected Intersections and the Formation of a Selection Committee. Rec: By minute motion, approve a recommendation for the Advertisement of a Request for Proposal for Automatic License Plate Recognition (ALPR) Technology at Selected Intersections and the Formation of a Selection Committee. Action: B. RECEIVE AND FILE the Matrix Consulting Group Fire Facilities Study. Rec: Receive and file. Action: AGENDA PUBLIC SAFETY COMMISSION FEBRUARY 9, 2022 3 VII. PRESENTATIONS AND UPDATES A. Citizens on Patrol Program a. Cops Caller January 2022 b. Monthly Report for January 2022 B. Police and Fire Departments C. Staff a. School Speed Zone Operations(Andy Firestine) D. Future tour of Palm Desert Sheriff Station-TBD VIII. COMMISSIONER, COUNCIL-LIAISON, AND STAFF COMMENTS A. Public Safety Commissioners B. Council-Liaison Comments/Updates IX. ADJOURNMENT I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda for the Public Safety Commission was posted on the City Hall bulletin board not less than 72 hours prior to the meeting. Dated this 4th day of February 2022. Erika Castellano Erika Castellano, Recording Secretary CITY OF PALM DESERT PUBLIC SAFETY COMMISSION PRELIMINARY MINUTES WEDNESDAY, JANUARY 12, 2022 – 3:30 p.m. ZOOM VIRTUAL MEETING https://palmdesert.zoom.us/j/83129544032 Reports and documents relating to each of the items listed on the agenda are available at: https://www.cityofpalmdesert.org/Home/Components/Calendar/Event/26519/10 CALL TO ORDER Chair Luhring called the meeting to order at 3:35 pm. ROLL CALL Present: Chair Douglas Luhring Vice Chair Frank Taylor Commissioner Gary Bindman Commissioner Joseph Butts Commissioner Wendy Cross (Arrived at 3:40 pm) Commissioner Terry Kramer Absent: Commissioner Jeff Alley Commissioner David Reynar Also Present: Sabby Jonathan, Mayor Pro Tem Andy Firestine, Assistant City Manager Heather Horning, Assistant to the City Manager Pedro Rodriguez, Code Compliance Supervisor Michael Ornelas, Emergency Services Coordinator Battalion Chief, Pete Tierney, Riverside County Fire Department Battalion Chief, Mike Beverlin, Riverside County Fire Department Sgt. Don Olson, Palm Desert Police Department Sgt. Matt Koser, Palm Desert Police Department Lt. Chris Willison, Palm Desert Police Department Stacey Austin, Community Services Officer, Palm Desert Police Department Erika Castellano, Management Specialist Melanie Slater, Recording Secretary POSTED AGENDA PALM DESERT PUBLIC SAFETY COMMISSION January 12, 2022 2 ORAL COMMUNICATIONS Chair Luhring invited comments from attendees on items not on the agenda, to which there were none. CONSENT CALENDAR Vice Chair Taylor moved to, by Minute Motion, receive and file items 3 through 5 on the agenda. Motion was seconded by Commissioner Butts and carried by a 5-0 vote (AYES: Bindman, Butts, Kramer, Luhring, Taylor; ABSENT: Alley, Cross, Reynar) 1. MINUTES of the Regular Public Safety Commission Meeting of December 8, 2021. Rec.: Approve as presented Action: Vice Chair Taylor moved to, by Minute Motion, approve item 1, minutes from December 8, 2021, with the request to correct paragraph following item V to reflect Vice Chair Taylor, as opposed to Vice Chair Alley; and receive and file item 2, Palm Desert Specialized Units End of the Month report, with a comment that Andy Firestine, Assistant City Manager, would provide more information regarding this item during the next scheduled meeting. Motion was seconded by Commissioner Butts and carried by a 6-0 vote (AYES: Bindman, Butts, Cross, Kramer, Luhring, Taylor; ABSENT: Alley, Reynar) 2. RECEIVE AND FILE Palm Desert Specialized Units End of the Month Report for November 2021. Rec.: Receive and file. Action: Vice Chair Taylor moved to, by Minute Motion, approve item 1, minutes from December 8, 2021, with the request to correct paragraph following item V to reflect Vice Chair Taylor, as opposed to Vice Chair Alley; and receive and file item 2, Palm Desert Specialized Units End of the Month report, with a comment that Andy Firestine, Assistant City Manager, would provide more information regarding this item during the next scheduled meeting. Motion was seconded by Commissioner Butts and carried by a 6-0 vote (AYES: Bindman, Butts, Cross, Kramer, Luhring, Taylor; ABSENT: Alley, Reynar) POSTED AGENDA PALM DESERT PUBLIC SAFETY COMMISSION January 12, 2022 3 3. RECEIVE AND FILE Riverside County Fire Department/Cal Fire End of the Month Reports for December 2021. Rec.: Receive and file. Action: Vice Chair Taylor moved to, by Minute Motion, receive and file items 3 through 5 on the agenda. Motion was seconded by Commissioner Butts and carried by a 5-0 vote (AYES: Bindman, Butts, Kramer, Luhring, Taylor; ABSENT: Alley, Cross, Reynar) 4. RECEIVE AND FILE Code Compliance Weekend Reports for December 2021. Rec.: Receive and file. Action: Vice Chair Taylor moved to, by Minute Motion, receive and file items 3 through 5 on the agenda. Motion was seconded by Commissioner Butts and carried by a 5-0 vote (AYES: Bindman, Butts, Kramer, Luhring, Taylor; ABSENT: Alley, Cross, Reynar) 5. RECEIVE AND FILE Emergency Services Coordinator Monthly Report for December 2021. Rec.: Receive and file. Action: Vice Chair Taylor moved to, by Minute Motion, receive and file items 3 through 5 on the agenda. Motion was seconded by Commissioner Butts and carried by a 5-0 vote (AYES: Bindman, Butts, Kramer, Luhring, Taylor; ABSENT: Alley, Cross, Reynar) ACTION CALENDAR 6. REQUEST TO APPROVE a second amendment to the agreement for law enforcement services between the City of Palm Desert and the County of Riverside (Contract No. C38780). Rec.: By minute motion, recommend that the Palm Desert City Council approve the second amendment to the agreement for law enforcement services between the City of Palm Desert and the County of Riverside (Contract No. C38780). Action: Vice Chair Taylor moved to, by Minute Motion, continue this item to the next meeting of the Public Safety Commission and to request the continuation of this item to the City Council to a meeting in March. Motion was seconded by Commissioner Kramer and carried by a 5-0 vote (AYES: Bindman, Butts, Cross, Kramer, Luhring, Taylor; ABSENT: Alley, Reynar) POSTED AGENDA PALM DESERT PUBLIC SAFETY COMMISSION January 12, 2022 4 7. RECEIVE AND FILE the presentation on law enforcement services contract and model. Rec.: Receive and file. Action: Postponed to next Public Safety Commission meeting in February due to public health concerns. INFORMATIONAL UPDATE 8. Citizens on Patrol Program A. Cops Caller January 2022 B. Monthly Report for December 2021 9. Legislative Update 10. Police and Fire Departments 11. Staff 12. Public Safety Commissioners PRESENTATIONS AND UPDATES NONE COMMISSIONER, COUNCIL-LIAISON, AND STAFF COMMENTS NEXT MEETING DATE – Wednesday, February 9, 2022 ADJOURNMENT With commissioner concurrence, the meeting was adjourned at 4:31 p.m. ________________________________ Melanie Slater, Recording Secretary Bill Weiser Jurisdiction Summary for City of Palm Desert Fire Chief Riverside County Fire Department/ CAL FIRE 1/1/2022 1:40:09 PM to 1/31/2022 1:40:09 PM Incident Response Activity *At least 1 Resource Dispatched #Incident Type Com Fire 1 False Alarm 65 Medical 715 Other Fire 5 Other Misc 1 Public Service Assist 57 Res Fire 4 Ringing Alarm 3 Standby 4 Traffic Collision 28 Wildland Fire 2 885Incident Total Average Enroute to On-Scene Time *Units Responding Charlie, Delta, Bravo, Echo, Code 3 11 135 464 0 4.36 76.07 <5 Minutes +5 Minutes +10 Minutes +20 Minutes Average Min % 0 to 5 Min Enroute Time: Unit has been acknowledged as responding. On-Scene Time: Unit has been acknowledged as being On-Scene. Transport *Based on Units with a Transport time Jurisdiction Ambulance Responses DRM 29 EMC 351 JFK 10 Other 1 Total: 391 Ambulance Mutual Aid Given DRM 4 EMC 129 JFK 1 Total: 134 Ambulance Mutual Aid Received DRM 10 EMC 82 JFK 3 Total: 95 Mutual Aid *Unit responses Jurisdiction Units Responses 562Engine 652Medic 1Squad 107Truck/Quint 1,322Total: Mutual Aid Given 226Engine 205Medic 4Squad 50Truck/Quint 485Total: Mutual Aid Received 314Engine 169Medic 1Truck/Quint 484Total: Page 1 of 22/1/2022 1:40:15PM Truck Report T33 recorded 107 responses in City of Palm Desert from 1/1/2022 1:40:09 PM to 1/31/2022 1:40:09 PMT86 recorded 1 responses in City of Palm Desert from 1/1/2022 1:40:09 PM to 1/31/2022 1:40:09 PMSignificant Incidents On , CAL FIRE/Riverside County Fire Department responded to a reported structure fire at the above address. First arriving Company Officer reported light smoke coming from the roof of a single-story duplex. Firefighters made entry and found an established chimney fire and made an aggressive, coordinated attack and had the fire under control in less than 10 minutes. Two residents were displaced due to the fire damage and utilities disconnected. Residents declined any assistance from Red Cross. No injuries to civilians and one minor injury to a firefighter. City Building and Safety will need to evaluate the home. 21CARRU011976 Page 2 of 22/1/2022 1:40:15PM Staff Name: Michael Ornelas Division: Emergency Services Division Service Area: City of Palm Desert Reporting Period: January 14-31, 2022 In support of the City of Palm Desert’s, Emergency Preparedness Program, I engaged in, or completed, the following activities during the reporting period: • Community Outreach: o Completed G235 Emergency Planning two-day course o Working with Avenida Palm Desert for staff training sessions o Working with Desert Horizons on a 12 steps of emergency preparedness class on February 11th. • City Internal Activities: o Completed the City’s Emergency Operations Plan (EOP) sent for review on 12/17/21 o Finished EMPG funding working with Riverside County/Cora Gougash 1/13/22 o Working with Human Resources to have City staff start ICS online training • Future Activities: o G205-3-21 Recovery from Disasters- The Local Community Role class o Webinar based community partnered emergency preparedness seminar o Working with the County Emergency Management Department for a City CERT class o Update emergency preparedness information on City website o Conduct EOC training for City leadership and City staff STAFF REPORT CITY OF PALM DESERT PUBLIC SAFETY COMMISSION MEETING DATE: February 9, 2022 PREPARED BY: Andrew Firestine, Assistant City Manager REQUEST: Recommend Approval of a Second Amendment to the Agreement for Law Enforcement Services between the City of Palm Desert and the County of Riverside (Contract No. C38780). _________________________________________________________________________ Recommendation By minute motion, recommend the approval of a second amendment to the agreement for law enforcement services between the City of Palm Desert and the County of Riverside (Contract No. C38780). Background Analysis At the January 11, 2022, meeting of the Public Safety Commission, the Commission requested additional information on the City’s contract with the Riverside County Sheriff’s Department, including the rate structure, and additional information in support of restoring funding for a dedicated deputy sheriff position to the Business District Team (BDT). The original staff report is attached for reference. In response to the Public Safety Commission, several other documents are attached to this staff report: • City Council staff report dated May 26, 2021, with attachments • Presentation prepared by the Riverside County Sheriff’s Department for the February 9, 2022, meeting of the Public Safety Commission With particular respect to the City’s contract with the Riverside County Sheriff’s Department, the City contracts for a specified level of service that’s defined as an attachment to the contract, which includes both patrol hours and various specialized positions. The January 11, 2022, staff report described how the level of service was reduced in 2020 through the first amendment to the law enforcement services agreement, including the reduction of one (1) dedicated deputy sheriff position to the BDT. The May 26, 2021, City Council staff report provides further context to the City’s overall $20 million law enforcement budget, including the funding per position and the rate structure. The rates are set annually by the Riverside County Board of Supervisors for contract cities to the Riverside County Sheriff’s Department. They are intended to allow the County to obtain full cost recovery on any cost incurred through their contract policing operations with cities. The law enforcement budget and the rate structure contain both supported and unsupported positions. The terms supported and unsupported are from the Riverside February 9, 2022 - Staff Report Second Amendment to the Law Enforcement Services Contract Page 2 of 3 County Sheriff’s Department and are how they charge direct and indirect costs to contract cities. The supported positions have greater overhead, which includes sworn supervision, investigative services, dispatch, field training, information services, and other similar supports. Dispatch accounts for the largest share of the overhead costs. All of the City’s patrol, special teams, motor, and traffic positions are supported positions, including the BDT deputies. All of these positions are responding to calls for service. The unsupported positions perform more targeted duties related to task forces and school resource officers and are allocated a smaller portion of the overhead associated with a supported position. These positions are not responding to calls for service. The Coachella Valley Violent Crime Gang Task Force (CVVCGTF) and the Coachella Valley Narcotics Task Force (CVNTF) are two task forces led by the Riverside County Sheriff’s Department that are supported by the City of Palm Desert through two (2) dedicated positions at an unsupported rate. Those positions serve the greater Coachella Valley and are not specific to the City of Palm Desert. As unsupported positions, they are also not responding to calls for service. The Homelessness Task Force that has been mentioned in past Public Safety Commission meetings is not led by the Riverside County Sheriff’s Department. Rather, it is organized and led by the City of Palm Desert and is intended to include business and community members with support from City staff and the Riverside County Sheriff’s Department, where appropriate. As the BDT is responsible for criminal investigations that and all enforcement programs within the City’s business district and supplemental patrol in the area in response to crime trends and community needs, deputies serving on the BDT have a perspective that may be helpful to the Homelessness Task Force. The Homelessness Task Force, however, is not their primary responsibility, nor is it the driving force behind the request to restore funding for the one (1) dedicated deputy sheriff position to the BDT. The requested position is at a supported rate, which reflects the desire for this position to be dedicated to the City of Palm Desert for the intended purpose of supporting the City’s business core, as was described in the January 11, 2022, staff report to the Public Safety Commission, including responding to calls for service. The Riverside County Sheriff’s Department presentation on February 9, 2022, will provide further support for the restoration of the BDT deputy position. Fiscal Analysis The cost of one deputy sheriff to the BDT is approximately $381,000 annually. No additional appropriation for FY 21/22 is needed and the position will be budgeted as part of the FY 22/23 budget. February 9, 2022 - Staff Report Second Amendment to the Law Enforcement Services Contract Page 3 of 3 ATTACHMENTS: 1. January 11, 2022, Public Safety Commission staff report requesting a recommendation of approval for a second amendment to the City’s law enforcement services contract 2. City Council staff report dated May 26, 2021, with attachments 3. Presentation prepared by the Riverside County Sheriff’s Department for the February 9, 2022, meeting of the Public Safety Commission STAFF REPORT CITY OF PALM DESERT PUBLIC SAFETY COMMISSION MEETING DATE: January 12, 2022 PREPARED BY: Andrew Firestine, Assistant City Manager REQUEST: Recommend the approval of a Second Amendment to the Agreement for Law Enforcement Services between the City of Palm Desert and the County of Riverside (Contract No. C38780). _________________________________________________________________________ Recommendation By minute motion, recommend that the Palm Desert City Council approve the second amendment to the agreement for law enforcement services between the City of Palm Desert and the County of Riverside (Contract No. C38780). Background Analysis On August 27, 2020, the City Council approved the first amendment to its law enforcement services contract, an amendment that modified the level of service in the contract consistent with decisions made during the development and adoption of the City’s FY 20/21 budget. The modifications made to the contract included: • Reducing patrol hours from 171.4 daily hours to 144 daily hours • Suspending the Administrative Sergeant position • Suspending two Motor Team officers • Suspending the K-9 officer position • Suspending one Business District Team position • Suspending one School Resource Officer position • Recruiting three additional Community Services Officer II positions The changes resulted in roughly $3.5 million in savings to the FY 20/21 budget if the modifications had not been made. Following continued discussions with the Riverside County Sheriff’s Department, staff recommends restoring the funding for a dedicated deputy sheriff position to the Business District Team. The Business District and Special Enforcement Teams are responsible for a significant number of criminal investigations that affect the community and all enforcement programs within the City’s business district. Additionally, BDT/SET conducts January 12, 2022 - Staff Report Second Amendment to the Law Enforcement Services Contract Page 2 of 3 supplemental patrol in the area in response to crime trends and community needs. Their responsibilities include, but are not limited to the following: • Conduct criminal investigations of organized retail crime, commercial burglary, point of sale fraud, and business operating as fronts for criminal activity. • Manage daily operations relating to the Homeless/Transient Outreach program. • Manage the Palm Desert Police Business Alert Network System (BANS) and the Nextdoor.com social media program for the El Paseo Shopping District and Highway 111 corridor. • Manage the Palm Desert Police Commercial Trespassing Program throughout the City of Palm Desert, including; business enrollment in the program, data and records management, and criminal enforcement (currently 100 properties work with BDT). • Conduct special enforcement programs and undercover investigations throughout the City of Palm Desert concerning prostitution, sales of tobacco and alcohol to minors; and massage parlor compliance. • Manage and conduct the City’s annual Holiday Theft Suppression Program. • Provide support to the City’s Code Compliance Office during municipal code enforcement actions and quality of life programs. • Conduct bicycle, marked/unmarked units, plain unit, and foot patrol duties. • Work a flex schedule that allows for adjustment of schedules based on crime trend analysis, peak shopping times, and/or high-profile events. • Assist with the City of Palm Desert with the planning and operation of police support for significant City events. The calls for service within Beat 30 are indicative of the current workload for the Business District Team: CALLS FOR SERVICE 2017 2018 2019 2020 2021* Trespassing 246 252 231 396 394 Suspicious Persons 206 202 215 243 221 Vandalism 92 81 75 114 92 Petty Theft 408 384 333 220 277 *Through December 14, 2021 January 12, 2022 - Staff Report Second Amendment to the Law Enforcement Services Contract Page 3 of 3 Without additional staffing support, law enforcement indicates that they are unable to effectively address their responsibilities under the Business District Team, including transient related calls for service. Fiscal Analysis The cost of one deputy sheriff to the BDT is approximately $381,000 annually. No additional appropriation for FY 21/22 is needed and the position will be budgeted as part of the FY 22/23 budget. ATTACHMENTS: Proposed Second Amendment to Contract No. 38780 Contract No. 38780 Police Beat Map AÌ AÌ A¦ §¨¦01 §¨¦01 §¨¦01 AÌ A¦ 3436 30 32 FRED WARING DR COUNTRY CLUB DR FRANK SINATRA DR COOK STPORTOLA AVEMONTEREY AVEHOVLEY LN E ELDORADO DRSTATE HWY 74HAYSTACK RD MESA VIEW DR STATE HWY 111 GERALD FO RD DRDINAH S HORE DR HOVLEY LN W WASHINGTON STINTERSTATE 10 EL PASEO 38 City of Palm DesertPoliceDepartmentBeats Beat Name Beat 30 - Business Beat 32 - South Palm Desert Beat 34 - North East Palm Desert Beat 36 - North West Palm Desert Beat 38 - North Palm Desert ¹ 0 1 20.5 Miles CITY OF PALM DESERT CITY COUNCIL BUDGET STUDY SESSION INTEROFFICE MEMORANDUM MEETING DATE: May 26, 2021 PREPARED BY: Stephen Y. Aryan, Risk Manager RE: FY 2021/22 Proposed Palm Desert Police Department Budget Police services are provided through a contract with the Riverside County Sheriff’s Department, which expires on June 30, 2024. The FY 2021/22 proposed law enforcement budget is $20 million, which includes an approximate $500,000 increase due to rises in the patrol and other contract rates and breaks down as follows: • General Law Enforcement Patrol Hours (54%) • Special teams/positions (38%) • Other support costs (8% and includes, but is not limited to, overtime, facility fees, patrol unit mileage, motorcycles maintenance and fuel, etc.) Background Analysis The Palm Desert Police Department is a contracted service of the Riverside County Sheriff’s Department. It includes general patrol of the City and various special teams as ancillary services to patrol. These special teams include, but are not limited to: • Motor Team; • Special Enforcement Team; • Business District Team; • Burglary Suppression Team; • School Resource Officer; and • Representation on local violent crime/gang and narcotics task forces. The Sheriff’s D epartment charges for services using a calculated “fully-supported” hourly rate for the majority of contracted positions and patrol hours. The FY 2021/22 proposed budget includes a projected 4% increase to the fully-supported rate. The Sheriff’s Department explains that the projected rates are impacted by inflation, increasing pension costs, and negotiation of salary and benefits with unions. The current fiscal year’s rate was also adjusted to account for a 4.74% increase over the prior year. This was originally estimated at 6% and the current year budget will be adjusted as appropriate . Contract Staffing Modifications Police services costs continue to escalate and the City has responded by constantly evaluating opportunities for efficiencies , along with the community’s changing needs. Over the last four years, the City made the following staffing modifications to contain costs , while monitoring impacts to ensure an appropriate level of response and staffing: May 26, 2021 - Staff Report FY 2021/22 Police Budget Page 2 of 7 FY 2020/21 Cost Containment Measures Fiscal Impact* Modification of Patrol Hours (171.4 daily hours to 144 daily hours) ($2,058,366) Defer Two Motor Team Officers ($741,193) Defer the K9 Officer Position ($370,596) Defer One Business District Team (BDT) Position ($366,381) Defer the Administrative Sergeant Position ($279,853) Defer One School Resource Officer Position (PDCMS) ($168,720) Hired Thr ee Additional Community Service Officer IIs** $403,978 TOTAL ($3,581,131) Previous Cost Containment Measures (2016-2019) Fiscal Impact* Defer Two Motor Team Officers ($741,192) Modification of Patrol Hours (176.4 daily hours to 171.4 daily hours)*** ($375,614) Defer One SET Deputy Position ($366,381) Defer One S pecial Enforcement Team (SET) Sergeant Position ($279,853) Defer One C ommunity Service Officer (CSO) II Position ($134,659) Defer One Crime Analyst Position (Cove Shared @ 69%) ($92,885) Defer One Forensic Tech Position (Cove Shared @ 69%) ($98,646) TOTAL ($2,089,230) The modifications listed above, at today’s rates, represent approximately $5.7 million. Staff will continue to monitor the impacts of these changes and requested additional detailed reporting from the Sheriff. This data will assist the City in continuing to meet the needs of the community. Law Enforcement Services - Current Staffing Level Postions Palm Desert Patrol Deputies/Corporals (FTE)27.90 Special Enforcement Team (SET)3.00 Business District Team (BDT)3.00 COVE Commercial Traffic Enforcement 1.00 Motor Team 4.00 Burglary Suppression Team 2.00 School Resource Officer 1.00 CVVCGTF Deputy 1.00 CVNTF Deputy 1.00 Total Sworn Patrol & Special Teams 43.90 Captain 1.00 Lieutenant 1.00 Motor Sergeant 1.00 BDT/SET Sergeant 1.00 Rate Supported Lieutenants (FTE)1.54 Rate Supported Sergeants (FTE)5.68 Rate Supported Investigators (FTE)3.89 Total Sworn Management/Rate Support 15.11 Community Service Officer II (CSO)11.00 Rate Supported CSOs (FTE)1.94 Rate Supported Sheriff's Service Officer (FTE)1.07 Rate Supported Accounting Staff (FTE)1.86 Rate Supported Office Staff (FTE)3.74 Total Classified Support 19.61 Total Sworn Positions 59.01 Total Contract Positions 78.62 Total Sworn Posistions p/ 1,000 Residents 1.1 *Adjusted to reflect FY 2021/22 estimated costs **An action related to modifying patrol hours ***Backfilled by K9 Officer May 26, 2021 - Staff Report FY 2021/22 Police Budget Page 3 of 7 Crime Reporting Data The charts below provide a five year overview of FBI Uniform Crime Reporting (UCR) data provided by the nine incorporated cities within the Coachella Valley. The FBI currently has data through 2019 and 2020 data is anticipated in a few months, likely in the fall. Violent Crime Data Violent crime totals include homicide, rape, robbery, and aggravated assaults. Palm Desert, along with other neighboring communities, experienced a violent crime increase in 2019, specifically with aggravated assaults. An aggravated assault is defined as an unlawful attack by one person upon another for the purpose of inflicting severe bodily injury. This type of assault is usually accompanied by the use of a weapon (or other means ) likely to produce death or great bodily harm . Compared with other valley communities, Palm Desert ranks in the lowest percentile for violent crime and is similar to rates reported in Rancho Mirage and Indian Wells. Note: 1. In 2019, sixty percent (60%) of reported violent crimes in California were aggravated assaults, thirty percent (30%) were robberies, nine percent (9%) were rapes, and one percent (1%) were homicides. Nationwide, aggravated assaults also increased in 2019 1281661686466871402952911715323255858011727941152161225843786772752313712829216396791290281721043091495429127424144126255135306813626745CATHEDRAL CITY COACHELLA DESERT HOT SPRINGS INDIAN WELLS INDIO LA QUINTA PALM DESERT PALM SPRINGS RANCHO MIRAGE FBI VIOLENT CRIME DATA 2014 -2019 2014 VC 2015 VC 2016 ViC 2017 VC 2018 VC 2019 VC May 26, 2021 - Staff Report FY 2021/22 Police Budget Page 4 of 7 Property Crime Data The FBI also maintains crime statistics for property related offenses, which include arson, burglary, larceny-theft, and motor vehicle theft. The City of Palm Desert ranks higher than other local communities for property theft, with approximately seventy-five (75%) of 2019 property crimes in Palm Desert being “larceny-theft” related. Larceny-theft is the unlawful taking of property from the possession of another. Examples include shoplifting, pocket-picking, or any stolen property that is not taken by force, violence, or fraud. Palm Desert is known as the retail center of the Coachella Valley with a regional mall, the high-end El Paseo shopping district, and numerous other corporate and small businesses. As a city with such an abundant mix of retail establis hments, Palm Desert historically ranks higher in property crimes than other valley cities . 2.69 2.65 8.49 2.42 5.84 1.66 2.53 5.62 2.42 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 Cathedral City Coachella Desert Hot Springs Indian Wells Indio La Quinta Palm Desert Palm Springs Rancho Mirage 2019 Violent Crimes p/1,000 Residents 1,194 1,152 1,160 120 2,210 1,324 2,178 2,722 677 1,152 1,238 1,110 150 2,112 1,220 2,299 3,029 769 1,097 1,302 926 110 1,944 1,085 2,144 2,754 701 769 1,141 784 159 2,287 1,197 2,076 1,963 572 717 1,143 638 132 2,242 1,154 1,989 2,078 708 602 894 680 138 1,880 1,032 1,848 1,966 628 CATHEDRAL CITY COACHELLA DESERT HOT SPRINGS INDIAN WELLS INDIO LA QUINTA PALM DESERT PALM SPRINGS RANCHO MIRAGE FBI PROPERTY CRIME DATA 2014 -2019 2014 PC 2015 PC 2016 PC 2017 PC 2018 PC 2019 PC May 26, 2021 - Staff Report FY 2021/22 Police Budget Page 5 of 7 Preliminary 2020 FBI UCR Data Although the 2020 FBI Uniform Crime Reporting data is not yet published, staff included the preliminary data for both violent and property crimes in 2020 for Palm Desert. Both violent crime and property crime decreased when compared to 2019, which is likely related to the yearlong pandemic and subsequent closure of many businesses and hotels. Five Year Violent Crime Data Five Year Property Crime Data City 2015 2016 2017 218 2019 2020 2019-2020 Variance Palm Desert 2,299 2,144 2,076 1,989 1,848 1,568 -15% Notes: 1. Although the total numbers decreased in both categories, there was an increase in motor vehicle related thefts (41%) and robberies (17%). 2. Motor vehicle theft includes both the theft and attempted theft of a motor vehicle. A robbery is defined as taking or attempting to take anything of value from another person(s) by force, threat of force/violence, and/or putting them in fear. 3. The two primary crimes committed in the community were down in 2020, with reported cases of aggravated assaults and larceny seeing a reduction of 10% and 20% respectively from 2019. 11.25 18.79 22.64 25.69 20.70 25.23 34.33 41.38 33.74 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 45.00 Cathedral City Coachella Desert Hot Springs Indian Wells Indio La Quinta Palm Desert Palm Springs Rancho Mirage 2019 Property Crimes p/1,000 Residents City 2015 2016 2017 2018 2019 2020 2019-2020 Variance Palm Desert 117 77 91 91 136 125 -8% May 26, 2021 - Staff Report FY 2021/22 Police Budget Page 6 of 7 Traffic Collision History Over the course of the last five years (2015-2020), traffic collision data for Palm Desert has remained uniform. The majority of traffic collisions are non-injury related incidents with property damage only. Fatal and severe injury collisions account for approximately 2.5% of all traffic collisions over the last five years. Collisions Totals By Year Collision Severity 2015 2016 2017 2018 2019 2020 Grand Total 0 398 423 382 410 326 304 2,243 1 4 7 2 5 5 1 24 2 13 10 7 14 7 10 61 3 48 55 60 53 55 55 326 4 120 123 104 104 113 86 650 Grand Total 583 618 555 586 506 456 3,304 Legend: 1-Fatal; 2-Injury (Severe); 3-Injury (Other Visible); 4-Injury (Complaint of Pain) 0-Property Damage Only Conclusion The proposed FY 2021/22 Police Budget is estimated to be $20 million, which represents approximately a 4% increase over the prior year . As noted, there is a 4% anticipated increase to the FY 2021/22 fully supported rate that is based on various known factors , the most significant being pension obligations and salary increases. A five-year budget history and projection is provided below. Police Department Five Year Budget History FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Patrol Hours 171.4 171.4 171.4 144 144 Patrol FTE's 36 36 36 30 28 Patrol Budget $11,687,208 $11,801,164 $12,060,510 $10,528,756 $10,817,689 Other Contract Sworn 25 25 25 19 19 Contracted Non-Sworn 10 10 8 11 11 Other Staff Budget $8,401,960 $8,552,100 $8,564,649 $7,368,396 $7,626,623 Other Costs Budget $1,689,234 $1,579,854 $1,651,068 $1,613,658 $1,570,816 Patrol Rate Increase %10%5%5%6%4% TOTAL $21,778,402 $21,933,118 $22,276,227 $19,510,810 $20,015,128 May 26, 2021 - Staff Report FY 2021/22 Police Budget Page 7 of 7 Police Department Five Year Budget Projection ATTACHMENTS: 1. FY 2021/22 Police Budget Spreadsheet 2. Approved Law Enforcement Rate Sheet FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Patrol Hours 144 144 159 159 159 159 Patrol FTE's 28 28 31 31 31 31 Patrol Budget $10,817,689 $11,466,750 $12,154,755 $12,884,041 $13,657,083 $14,476,508 Other Contract Sworn 19 20 20 20 20 20 Contracted Non-Sworn 11 11 11 11 11 11 Other Staff Budget $7,626,623 $8,472,584.24 $8,980,939.29 $9,519,795.65 $10,090,983.39 $10,696,442.39 Other Costs Budget $1,570,816 $1,602,232.32 $1,634,276.97 $1,666,962.51 $1,700,301.76 $1,734,307.79 Patrol Rate Increase %:4%6%6%6%6%6% TOTAL $20,015,128 $21,541,567 $22,769,972 $24,070,799 $25,448,368 $26,907,258 Palm Desert Police Contract Current Level of Service Detailed Budget Appropriation Request FY 2021/2022 Page 1 LINE ITEM DESCRIPTION FTE Hours Per Day Days FY 20/21 Rate Est. Increase FY 21/22 Rate Per Position Request 1 General Law Enforcement (Patrol:SUP-B) 28 144 365 $197.90 4.00%$205.82 $387,757.34 $10,817,689 LINE ITEM DESCRIPTION Positions Hours Per Year Percent Staffed Estimated 20/21 Rate Estimated 20/21 Differential Estimated Increase FY 21/22 Est. Rate FY 21/22 Est. Differential Per Position Request 2 Dedicated Sheriff's Lieutenant 1 2080 100%$146.15 $0.00 4.00%$152.00 $0.00 $316,151.68 $316,152 3 Dedicated Sheriff's Sergeant - Admin 0 2080 100%$129.37 $0.00 4.00%$134.54 $0.00 $279,853.18 $0 4 Dedicated Sheriff's Sergeant - Motor 1 2080 100%$129.37 $2.86 4.00%$134.54 $3.00 $286,099.42 $286,099 5 Dedicated Sheriff's Sergeant - SET 0 2080 100%$129.37 $0.00 4.00%$134.54 $0.00 $279,853.18 $0 6 Dedicated Sheriff's Sergeant - BDT 1 2080 100%$129.37 $0.00 4.00%$134.54 $0.00 $279,853.18 $279,853 7 Traffic Team (commercial enforcement:SDP-B)0.69 1884 100%$197.90 $0.00 4.00%$205.82 $0.00 $387,757.34 $267,553 8 Dedicated Motorcycle Enforcement (SDC-B)4 2080 100%$169.37 $1.93 4.00%$176.14 $2.03 $370,596.30 $1,482,385 9 Dedicated Canine Officer (SDC-B)0 2080 100%$169.37 $1.93 4.00%$176.14 $2.03 $370,596.30 $0 10 Special Enforcement Team (SDC-B)3 2080 100%$169.37 $0.00 4.00%$176.14 $0.00 $366,381.18 $1,099,144 11 Business District Team (SDC-B)3 2080 100%$169.37 $0.00 4.00%$176.14 $0.00 $366,381.18 $1,099,144 12 Dedicated School Resource Officer (UDP-B)1 1440 100%$112.66 $0.00 4.00%$117.17 $0.00 $168,719.62 $168,720 13 Burglary Suppression (SDC-B)2 2080 100%$169.37 $0.00 4.00%$176.14 $0.00 $366,381.18 $732,762 14 CVVCGTF Deputy (UDC)1 2080 100%$95.59 $0.00 4.00%$99.41 $0.00 $206,780.29 $206,780 15 CVNTF Deputy (UDC)1 2080 100%$95.59 $0.00 4.00%$99.41 $0.00 $206,780.29 $206,780 16 Community Service Officer II 11 2080 100%$62.25 $0.00 4.00%$64.74 $0.00 $134,659.20 $1,481,251 LINE ITEM DESCRIPTION Per Position Request 19 Overtime $362,000 20 Palm Desert Station Facility Fee $387,000 21 Records Management System $120,000 22 Cal ID - Statewide Fingerprint ID System $52,986 23 Jail Access Fee (Exceeds 3 yrs. Average)$0 24 Mileage Cost - Patrol Units $434,130 25 Mileage Cost - Plain Units $22,500 26 Canine Daily Special Rate $0 27 BSU Fuel $12,000 28 Motorcycle Fuel $8,700 29 Motorcycle Maintenance $54,600 30 Police Contingency Fund Special equipment, materials, training, & program support $30,000 31 Explorer Post 507 contribution $6,900 32 Operational Reoccuring Costs $70,000 33 Shop with a Cop/YBFIT $10,000 TOTAL $20,015,128 Projected increase from FY 2020/21 Police Budget ($19,510,810) to the FY 2021/22, based on the current recommended level of service.$504,318 Increase/Decrease 2.58% $514.58 a booking above 3 year average of 455-Sheriff Not Charging DETAIL Officer extended shifts, Investigations, CSO's , Sergeants, Dedicated Cost Estimate (reduced level of service - rate went down) Cost Estimate (No estimate yet - added 4%) Billed at $1.00 per capita (52,986 as of 01/01/2020-DOF estimate) Funding for Palm Desert Explorer Post 507-Year 2 of a biannual budget Costs for blood draws, blood analysis, sexual assault exams, etc. Costs to participate in these annual events 499,000 miles $.87 per mile (based on current year average) 45,000 miles @ .50 per mile (based on current year average) 365 x $17.41 Avg. $1,000.00 per month x 12 months Avg. $145.00 monthly per motor x 12 months x 5 motors Avg. $7,800 per year x 7 motors Per an agreement with the DSUSD, 50% of actual cost is reimbursed directly to the city of Palm Desert (by DSUSD) for the SRO position at the PDHS. Productive Patrol Hours fluctuate most years. For FY 2021/22 1,884 "productive hours" are estimated under the new County shift model (3/12 & 4/12 less time estimated for vacation, sick, etc. because positions are backfilled). PALM DESERT BUSINESS DISTRICT TEAM THE SECRET TO SUCCESS THE TEAM: EXPERIENCE CANNOT BE TAUGHT; IT MUST BE LIVED •Sergeant Matthew Koser 20 Yrs. •Deputy Steven Nelson 11 Yrs. •Deputy Varon Potter 7 Yrs. RESPONSIBILITIES: Conduct criminal investigations of organized retail crime, commercial burglary, point of sale fraud, and businesses operating as a front for criminal activity. Manage the Palm Desert businesses communication portals. Manage the Palm Desert commercial trespassing program. Conduct special enforcement programs and undercover investigations regarding prostitution, sales of alcohol and tobacco to minors, and massage parlor compliance. Coordinate and manage the yearly Holiday Theft Suppression program. Support Code Enforcement during municipal code enforcement actions and Quality of Life operations. Conduct saturation patrol operations including Bicycle, marked unit, unmarked unit, and foot patrols. Flexible schedule that allows for adjustment of schedule based on crime trend analysis, peak shopping times, and/or high-profile events. Assist with the planning and coordinating of special city events such as the 4th of July festival, Golf Cart parade, and numerous El Paseo based events. Plan, coordinate, and execute operations providing support services to reduce the impact of homelessness on the city, its residents, and its businesses. Plan, coordinate, and execute homelessness operations. These operations include providing available services, compliance sweeps and enforcement operations. IS THERE A NEED? CALLS FOR SERVICE (2021) 49, 615 30-BEAT CALLS: 7,199 ARRESTS Misdemeanor Felony 789 393 HOMELESS OUTREACH PROGRAM •4 “Quality of Life operations” since November 2021 •More than 100 arrests since June of 2021. •200 + outreach offerings during this time period. •Collaboration with Code Enforcement, H.H.O.P.E., R.I. International, C.V.A.G.. •Maintenance of the trespass letter program. •Attend weekly meetings with homelessness stakeholders' group. •Yearly Point in Time count. SUCCESS STORIES: 01/12/21: Multiple retail burglars caught at Desert Crossings. 03/22/21: Arson at Westfield Mall. 07/14/21: Robbery at Affordable Design. 08/29/21: Fix restaurant on El Paseo. 10/21/21: Retail burgs on El Paseo leads to 4 in-custody after pursuit. 11/26/21: Retail burg at Saks. $10,000 in recovered property. 12/19/21: 2 robbery suspects at JC Penney caught after short pursuit. YEAR TO DATE: PREVIOUS CITY CONTRACT: CURRENT CITY CONTRACT: SUPPORTED VS. UNSUPPORTED WHAT IS THE BENEFIT OF A DEDICATED BDT MEMBER VS. A TASK FORCE MEMBER? •Supported vs. Un-supported: •Supported: (Patrol, Special Teams, K-9s, Motors, Traffic) –in addition to the Salaries & Benefits of the position, as well as the cost of supplies/services, there is overhead of Professional Standards Bureau, Personnel, Information Services Bureau, Dispatch, Accounting & Finance, Technical Services Bureau, Grants and The Ben Clark Training Center (Range). Most of these are small amounts of the rate, Dispatch is the largest portion. These positions are responding to calls for service. •Unsupported positions: (SROs, GTF, Narcotics)–these positions include Salaries & Benefits of the position, as well as the cost of supplies/services, but the overhead included is only for Accounting and Finance, Personnel and Professional Standards Bureau. No overhead from Information Services Bureau, Dispatch, Technical Services Bureau, Grants or The Ben Clark Training Center are included in these rates. •Familiarity! •Dedicated Business District team members have a personal relationship with the business owners, their employees, and customers. •It is not uncommon to have business owners and employees contact BDT deputies directly when suspicious activities occur. •Availability. •BDT members create a close relationship with the businesses within the city. •Assignment to the BDT requires the member have an intimate knowledge of the business's special events, hours of operation, and nature of business conducted. CONTINUED: •Flexibility: •BDT team members are available 24 hours a day, 7 days a week, 365 days a year. •Supplemental force •BDT members can be used to supplement all operations within the Palm Desert Station, Traffic, Investigations, and Patrol. A LOT MORE THAN JUST CRIME: •Special events •YBFIT triathlon Guadalupe march Shop with a cop •Patriot bike ride Stuff the bus Clydesdales on El Paseo •Golf cart parade Tour De Palm Springs Little league opening day •Century bike ride Palm Desert ½ marathon 4th of July celebration •Turkey trot Panther 5K Funeral processions •National night out Holiday theft suppression program Every 15 minutes •Coffee with a Cop *Any additional special events that arise CONTINUED: •When it comes to special events and investigation operations,the need for increased staffing levels becomes very apparent.A special event,such as the Fourth of July celebration,the Palm Desert Golf Cart Parade,or the Y-B-Fit triathlon,require attendance at planning meetings,operational plan development, and are often coordinated over a long period of time with several meetings.These factors reduce the number of officers available for enforcement operations. 2022 GOALS: •Enhance the relationship and availability between BDT members and business owners. •Continue Directed enforcement programs (High visibility, quality of life operations). •Reduce retail theft across the board through education, environmental design, and proactive enforcement. •Conduct bicycle patrols more frequently. •Increase exposure at city events, building a stronger, more personal relationship with city officials and residents. STAFF REPORT CITY OF PALM DESERT PUBLIC SAFETY COMMISSION MEETING DATE: February 9, 2022 PREPARED BY: Andrew Firestine, Assistant City Manager REQUEST: Recommend the advertisement of a Request for Proposal (RFP) for Automatic License Plate Recognition (ALPR) technology at selected intersections. _________________________________________________________________________ Recommendation By minute motion, recommend the advertisement of a Request for Proposal (RFP) for Automatic License Plate Recognition (ALPR) technology at selected intersections and the formation of a selection committee consisting of member(s) of the Public Safety Commission, City Council, and staff. Background Analysis Automated License Plate Recognition (ALPR) technology was authorized for use by state and local law enforcement agencies by the passage of California Senate Bill 1330 in May of 2012. ALPR systems utilize special cameras to capture a color image, as well as an infrared image, of a license plate from a passing vehicle. Those images are converted to a text file utilizing Optical Character Recognition (OCR) technology. The text file is automatically compared against law enforcement databases for review against stolen vehicles, stolen license plates, wanted persons, missing persons, and public safety related incidents. ALPR’s may also be used to gather information related to active warrants, homeland security identifiers, electronic surveillance, suspect interdiction and stolen property recovery. In addition, ALPR data can be an extremely valuable tool for criminal investigations in a number of ways by providing law enforcement investigative leads. ALPR technology has also been proven to assist with non-criminal investigations such as aiding in the timely return of critical missing persons and identifying vehicles linked to endangered persons. The Riverside County Sheriff’s Department currently uses ALPR technology on patrol vehicles within the City of Palm Desert pursuant to the recommendation of the Public Safety Commission and the approval of City Council in November 2018 for three (3) mobile ALPR systems from Vigilant Solutions. Since this approval, the use of ALPR within Riverside County and the Coachella Valley has increased significantly, including among cities within the Coachella Valley and in unincorporated areas. Within the Coachella Valley, Rancho Mirage has installed 26 fixed cameras at 10 intersections since 2019 and Indian Wells is preparing to undertake a February 9, 2022 - Staff Report ALPR Technology at Selected Intersections Page 2 of 5 similar effort. Indio approved a lease for 20 ALPR systems in January 2022 and Riverside County approved a lease for 260 cameras for the unincorporated areas in October 2021. By way of this staff report, staff is seeking direction from the Public Safety Commission on the further deployment of ALPR technology in Palm Desert, including its installation at approximately 30 intersection locations. Preliminarily, the Riverside County Sheriff’s Department has identified that the City would need 40 to 56 camera systems, depending on the vendor, to provide full coverage of the City at its primary entryway and exit points and at major intersections on arterials. A map available at https://protect- us.mimecast.com/s/xC-eC5yExkHYN4lSOXBfs shows a conceptual camera placement, including how the cameras relate to those in the City of Rancho Mirage. A list attached to the staff report provides a more detailed breakdown of their potential placement at each intersection and the number of cameras needed (at the higher end of the range). As additional background, a fixed location ALPR solution contains both hardware and software. The hardware consists of a camera that is either hardwired to an electrical source or is solar powered. The camera captures photos of vehicles that pass through the travel lanes that it is oriented towards. A typical intersection would need multiple cameras to cover each leg of the intersection. The cameras are paired with a software solution that processes the images in such a way that they can be used by law enforcement. The capability of these software systems varies by vendor, but they all permit a search by license plate number or partial plate number, time, date, and location with real-time alerts and notifications of hits. The data is stored in a cloud-based system that retains the images for a period of time ranging from 30 days to 1 year. One software system uses machine learning to enable searches by vehicle characteristics without the need for a reflective license plate, including vehicle color, type, manufacturer, state of license plate, and object detection (roof rack, bumper stickers, etc.) The use of ALPR technology provides law enforcement agencies with an additional tool to reduce crime, a tool that has been demonstrated to not only identify stolen vehicles and stolen license plates but also to improve the investigation of crime through the identification of vehicles associated with criminal activity. The City of Rancho Mirage has reported statistics from their system that reveal 31,946,312 license plate reads between June 2019 and January 2022 (31,225,176 from fixed point locations and 721,136 mobile, data may include hits on multiple cameras). That data has produced 326,387 stolen vehicle hits and 292,456 stolen license plate hits February 9, 2022 - Staff Report ALPR Technology at Selected Intersections Page 3 of 5 (data may include hits on multiple cameras). Beyond those hits, however, the system has also been a key tool in multiple cases: • February 2020 – ALPR camera led to the identification of a suspect responsible for nine (9) vehicle burglaries in Palm Desert and Thousand Palms and burglaries in the Cathedral City and Palm Springs areas. • July 2020 – ALPR camera led to the identification of a Palm Desert burglary suspect, which led to the identification of three (3) additional suspects, all of whom were later arrested. • December 2020 – ALPR assisted in the identification of a suspect responsible for theft in the unincorporated area of Thousand Palms. • March 2021 – ALPR camera led to the identification of suspect responsible for 14 residential burglaries in Palm Desert and Rancho Mirage. • December 2021 – ALPR camera assisted in the apprehension of a suspect responsible for a homicide in Palm Desert. • January 2022 – ALPR assisted in the identification of a vehicle suspected in multiple commercial burglaries In Palm Desert and elsewhere in the Coachella Valley. Principally, there are two vendors operating ALPR technology in Riverside County – Vigilant Solutions and Flock Safety. Materials for both vendors are attached to this staff report. There are advantages to each system. Vigilant Solutions is viewed as a system that can read plates in dark environments and on vehicles moving at high speeds. It is also rugged and operates at temperatures of up to 140 degrees Fahrenheit. The data retention on Vigilant Solutions can also be defined by law enforcement agencies. Flock Safety has a lower upfront cost and its software includes machine learning capabilities that permit searches based on vehicle attributes without a license plate. The City currently contracts with Vigilant Solutions for its mobile ALPR units. Rancho Mirage and Indian Wells have also adopted the Vigilant Solutions ALPR technology, including for fixed point locations. Elsewhere in Riverside County, Eastvale and Perris also contract with Vigilant Solutions (Perris also contracts with Flock Safety). The City of Rancho Mirage’s recent experience with Vigilant Solutions fixed cameras suggests an approximate one-time cost of $12,000 to $15,000 per camera. An additional four-year warranty is available at an approximate cost of $1,500 per camera and the cameras are supported through a roughly $400 per year per year subscription fee. A Vigilant Solutions fixed camera deployment would require the use of more cameras as they can only view one travel lane. While no specific estimates have been made for a Palm Desert application, any cost projection for Vigilant Solutions should be based on the higher end of the range of cameras needed to support the system. A 56-camera February 9, 2022 - Staff Report ALPR Technology at Selected Intersections Page 4 of 5 deployment would incur a one-time cost of $672,000 to $840,000 with an on-going annual subscription fee between $21,000 and $23,000. Flock Safety was formed in 2017 and has a significant footprint in Southern California. Other local Southern California government agencies currently using Flock Systems include the Los Angeles Sheriff’s Department, Azusa Police Department (PD), Covina PD, West Covina PD, and the City of Redlands. Within Riverside County, the Sheriff's Department, as well as the cities of Beaumont, Canyon Lake, Cathedral City, Corona, Desert Hot Springs, Hemet, Jurupa Valley, Lake Elsinore, Menifee, Norco, Perris, San Jacinto, Temecula, and Wildomar are also on the Flock Safety system. Indio recently approved a lease with Flock Safety as well. Flock Safety operates a subscription-based model of $2,500 per camera per year, covering the camera and software, together with a one-time fee of $250 per camera. An advanced search tool is available for an annual cost of $3,500. Flock Safety has provided an estimate for a 40-camera deployment that would cost $113,500 in the first year and $103,500 each year thereafter. The cameras are designed to operate on solar power, although they may optionally be wired to existing infrastructure. The City would be responsible for any costs of wiring the cameras if this were desired. While some cities and Riverside County have chosen to sole source the selection of a vendor for ALPR technology, including the City of Palm Desert itself in 2018, the Palm Desert Municipal Code only permits a sole source exception to a procurement process when it is determined that there is only one source that provides the needed product or service or where a specific product is needed to be compatible with other City products and equipment. This is a difficult finding to make as it is clear that there are at least two vendors who currently provide ALPR technology in the Coachella Valley. The City currently contracts with Vigilant Solutions for mobile ALPR and where both the cities of Rancho Mirage and Indian Wells, contract cities under the Riverside County Sheriff’s Department, also use Vigilant Solutions, while Flock Safety has developed a significant footprint in Riverside County. With this in mind, it is staff’s recommendation that the City conduct a Request for Proposal (RFP) process to invite proposals from both Vigilant Solutions and Flock Safety and that the selection committee include member(s) of the Public Safety Commission and City Council. Fiscal Analysis ALPR technology was not contemplated in the FY 21/22 budget. If it is implemented this fiscal year, a budget appropriation may be needed. Otherwise, the expenditure may be planned for the FY 22/23 budget. The purchase may be eligible for the use of Supplemental Law Enforcement Services Funding (SLESF), a funding source that supports expenditures for front line law enforcement. According to the City’s SLESF February 9, 2022 - Staff Report ALPR Technology at Selected Intersections Page 5 of 5 expenditure plan for FY 21/22, the City’s SLESF balance is approximately $240,000 and it expects to receive an additional $100,000 this fiscal year. ATTACHMENTS: Vigilant Solutions ALPR material Flock Safety material Beech Grove, IN is an “excluded city” whose 15,000 residents are completely surrounded by Indianapolis Metro. Beech Grove has its own law enforcement and city government. Background Deputy Chief Hurrle, who has spent the entirety of his career in Beech Grove, knew that his 36 sworn officers needed to be equipped with the best tools to keep themselves and the community safe. Recently, that has meant spending time to upgrade Beech Grove’s technology. After being pulled into a case with Indianapolis Police where a Flock Safety camera was used to help solve a string of serious burglaries, Beech Grove PD began looking at deploying LPR. “It was readily apparent that we needed to grow up,” said Deputy Chief Hurrle. “Over the last year since installing the Flock cameras, I would say we’re leaps and bounds ahead of where we were.” How One Law Enforcement Agency Measures the ROI of Technology Best Practices for Mid-Sized Agencies on Getting the Most Out of an ALPR System The Agency Needed to Grow "Leaps and Bounds" Given their location, much of Beech Grove’s crime originates in or bleeds over from Indianapolis. Common crimes include burglary, auto theft, and drug crimes, especially opioid use. “We used to be more of a traffic enforcement type of department, whereas now we’re more about crime,” said Deputy Chief Tom Hurrle. “Our focus is on getting guns, drugs, all the opioids that everyone talks about, off the street.” The Scenario Almost immediately upon installing 5 Flock Safety cameras, Deputy Chief Hurrle says they began seeing results. Cases were being cleared and crimes being solved. Beech Grove tracks all Flock Safety Hot List alerts, searches, and solved cases, so leadership can evaluate success metrics, audit usage, and promote accountability. Tracking metrics has also led to more robust and frequent review of policing policy. For example, the Flock system prompted a significant increase in pursuits — in just three months in 2021, officers conducted more pursuits than the total number in 2020. Police leadership therefore chose to review and update their pursuit policy. “With this technology, pursuits are going to happen,” said Deputy Chief Hurrle. “As an administrator, you have to be prepared, that your policy is reviewed more frequently, and that it’s good review. My advice is that we need to be tracking all of these instances, so we can show that we’re willing to use restraint.” The statistics show that Beech Grove’s officers are taking full advantage of the features of Flock Safety. Every officer on the force has been trained to access the system while on patrol and at their desks. “Once officers try it with an open mind, they’re able to see how much of a force multiplier it is,” said Deputy Chief Hurrle. An Overnight Success Story “The only real question we hear from our officers is, ‘when can we get more?’ ” Vehicles Recovered 17 In Three Months Felony Arrests Executed 18 Stolen Plates Identified 8 — Deputy Chief Hurrle How To Solve: University Campus Safety Clemson University established an ALPR virtual gate to keep students, faculty, and staff safer Policing a university campus has its unique challenges. The student population turns over every 3 to 5 years, necessitating constant education on crime prevention and safety. Campuses are highly transient, welcoming many visitors each day, and universities often host several large events each semester, from sporting events to concerts to guest speakers. These were the considerations for Clemson University Police Department Physical Security and Program Coordinator James Gowan, a former Clemson student and police captain with 25 years in law enforcement. Previously James led CUPD’s Criminal Investigations Division and has overseen the department’s Physical Security Effort for the 12 years since. Like many other university police agencies, Clemson already had hundreds of IP cameras and electronic access control to enhance safety. However, they wanted something to identify vehicular leads — an ALPR system. James oversaw the camera deployment, aided by Flock Safety deployment experts who aimed to ensure that Flock Falcon cameras covered the most high-traffic ingress points of campus. "We are frequently able to track a vehicle backward until we find where they came into campus and get a read from the nearest Falcon," James said. With its safety-as-a-service lease model, Flock's affordable ALPR system allowed Clemson to get cameras quickly installed and maintained at low cost and with no additional work for James or his team. Why Clemson University Police chose Flock Safety Flock is not only helping us detect crime and clear cases, but it is bringing to our officers’ attention crime moving through here that would have otherwise gone completely undetected. — James Gowan, Clemson University Police Across the country, law enforcement agencies are finding that clearing more cases with Flock Safety is leading to crime numbers dropping across the board. One agency recorded a 70% reduction in burglaries; another saw the lowest crime rates recorded in the entire history of the police department. We know that this is because the number-one most effective deterrent to crime is the likelihood of being caught. When university police increase the surety of catching individuals who commit crimes on campus, the entire campus becomes safer. Common campus crime includes alcohol and drug-related issues and larceny (theft) in both residential and classroom areas. Interpersonal crime is also a concern for the Clemson University Police Department, as it is with all law enforcement agencies. Flock's ALPR consistently performs above competitors on number of plate reads and accuracy — in side-by-side testing Flock proved 30% more accurate than legacy ALPR providers. Officers rely on that accuracy to ensure they locate the correct suspects. In one case, Physical Security Specialists identified a suspect vehicle associated with a rash of expensive bicycle thefts, using surveillance video to backtrack and identify it passing a Falcon camera. Then, by using the Flock Lookup and Insights features, they placed the suspect at the site and timeframe of multiple thefts. Detectives recovered the bikes and the suspect was charged. Officers also make substantial use of the Flock Hot List for real-time alerts when a suspect vehicle enters the jurisdiction. In 2021, in unrelated instances, information from Flock helped put officers in contact with three separate individuals who were subsequently identified as having active warrants in Tennessee. "Our investigators and our patrol officers have well caught on to using the data provided through Flock to find leads for investigations or simply make sure an initial report is as thorough as it can be," said James. How Flock Safety features help solve cases Cases cleared leads to campus crime reduction We currently have great support from our administration for the idea of using technology to save time, money and effort, while making all of our public safety efforts more effective. — James Gowan, Clemson University Police How Flock Safety Helps A One-Man Investigation Unit Fulshear, the “safest city in Texas”, covers 50 square miles with one Detective. Here’s how Flock Safety helps Detective Villa solve crime. About 45 minutes from Houston, Fulshear’s farm and ranchlands are adjacent to a growing commercial district. Fulshear is one of the fastest-growing Texas cities, exploding from 12,000 residents in 2018 to 18,000+ today. Fulshear’s 26 sworn officers cover the 11-mile city limits, as well as a 40-mile “extraterritorial jurisdiction” (ETJ) adjacent to the city. Covering that entire 50 miles is the Fulshear Criminal Investigation Division, comprised of just one investigator: Detective Bobby Villa. “Being a one-man unit, it’s a lot of pressure,” admits Detective Villa. Being part of the agency protecting the safest city in Texas only adds to that pressure. “One thing about being one of the safest cities is trying to stay on that list,” said Fulshear Chief Kenny Seymour said. “We don’t rest on those laurels; we’re always on the offensive when it comes to crime prevention.” And yet, when it came to the choice of adding an additional team member or purchasing intelligent, effective technology like Flock Safety that collects actionable evidence — Detective Villa chose the tech. “You can saturate the cities with bodies, but if they don’t have good information, you’re not going to solve crimes,” said Detective Villa. “Even if we had 5 or 10 people, what do you do if you don’t have the video? What do you do if you don’t have the evidence?” The Challenges of Being a One-Man Team Welcome to Fulshear, TX One week after 25 Flock LPR cameras were installed in Fulshear, a report of one of the first residential burglaries in the city’s history crossed Detective Villa’s desk. Four burglars had entered the house of a family with young children, stealing their property (including firearms) and violating their privacy. Detective Villa found no fingerprints, but was able to pull a grainy video from a neighbor’s doorbell camera. It wasn’t a lot to go on, but he could make out the color and vehicle type: a white passenger car. With this bare bones lead, Detective Villa performed a search in the newly-installed Flock network and got a hit. The vehicle had a temporary paper license plate, which in the vast majority of LPR systems will not lead to an identification. Flock Safety’s database, on the other hand, does include paper plates. The investigator identified three out of the four suspects, and the agency executed a felony arrest within a few weeks. “I could have 50 officers out here, but they have to be at the right place at the right time. Strategically, I can put technology at the right place at the right time every time.” —Fulshear PD Chief Kenny Seymour A Big Case in Fulshear — Solved “Flock Safety gives you the confidence to know that you can go out and clear these cases. You are your own data analyst in a few strokes of a key.” —Detective Bobby Via Welcome to Sarasota Florida’s Gulf Coast is known for its white sand beaches, mild waves, and year-round tanning weather. Nestled along the coast, the city of Sarasota and its miles of shoreline attracts many visitors, including snow birds and tourists. The sworn officers of the Sarasota Police Department are charged with protecting both Sarasota residents and visitors. This involves patrolling Sarasota beaches, including Lido Beach, an island attached to the mainland by a bridge. Investigators John Lake and Mike Harrell first heard about Flock Safety from colleagues at the local Sheriff’s Office. When they learned about Flock’s 24/7, infrastructure-free LPR cameras, they immediately wanted to learn more. John is an LPR veteran, implementing Sarasota PD’s first LPR program with mobile units in 2007. He liked Flock’s simple, lightweight setup. “I liked the portability part of it — we didn’t have to run lines for electricity or hook up ethernet cables that would take a lot of time. It picks up vehicles without tags, bicyclists, so it’s obviously different from your conventional LPR,” said John. Sarasota PD installed an initial group of Flock LPR cameras early this year. Already, the detectives said that the system is bearing fruit. Sarasota, FL Police Pilot: How LPR Helps Keep Residents and Visitors Safe In this tourist haven, Flock Safety License Plate Recognition technology helps solve crime LPR Technology in Sarasota Crime Overview 5-year downward trend in crime rates (both violent and property crime) 170 sworn officers employed by Sarasota PD 800 cases investigated by Sarasota’s Criminal Investigations Division (2019) www.flocksafety.com/polic e 866-901-1781 Two days after the Flock cameras were installed in Sarasota, the agency received a stolen vehicle alert. They located the vehicle, caught the occupants after a foot chase, and recovered the vehicle and firearms in the car. Another week, they were able to use Flock’s Vehicle Fingerprint™ technology to identify a distinctive feature on a car being driven by a suspect wanted for three counts of aggravated assault with a deadly weapon. In yet another case, a stolen vehicle passed a camera strategically situated along the John Ringling Causeway bridge leading to Lido Beach. The vehicle and the suspect were apprehended. Beachgoers can be a prime target for criminals, explains the officers, because of their vacation mindset. “[Thieves] will go out to beach parking lots when they know that people are on the sand enjoying the water, while their credit cards are in the car. We’re putting the cameras in areas where we know these car burglaries on the beach are happening,” said John. Given the success of the technology, Sarasota has expanded the LPR program. Led by leaders like Investigators John and Mike, LPR has proved an effective tool to solve and lower crime in seaside Sarasota. “We would love to have 100 of them,” concluded John. Flock Safety Results “Every day the Detectives are coming to us and asking to put searches on Flock to try to further their investigations.” -Investigator Mike Harrell Sarasota Police Department Tega Cay, South Carolina, has a unique geographic setup. The Charlotte suburb (though technically across the Carolina border, it is only 20 miles from Charlotte) is situated on a peninsula along a lake. Appropriately, Tega Cay is Polynesian for “Beautiful Peninsula.” Because of that unique geography, Tega Cay Police Chief Steve Parker realized that, if law enforcement could focus on the limited access points to the community, they had a real chance of making a meaningful dent in crime. Tega Cay, SC Police strategically deployed Flock Safety cameras at all entrances of this peninsula town How One Police Agency Built A Virtual Security Perimeter Around Their City Tega Cay, the “Beautiful Peninsula” While Tega Cay itself has very low crime rates, it does see spillover from Charlotte just up the road. Suspects wanted by Charlotte-Mecklenburg Police will drive through the small town, and it gets its fair share of stolen cars, robberies, and property crime. Creating An LPR Camera Perimeter “There are only six ways to get inside the city,” said Chief Parker. “We placed the Flock Safety cameras at those entrances, and immediately saw fruit. We saw stolen cars, we identified an individual wanted for strangulation, an escaped criminal that had come into our community — we would not have known about those things.” Using only a few well-placed LPR cameras, Tega Cay PD has arrested suspects wanted for larceny, strangulation, drug possession and distribution, burglary, and possession of stolen firearms. Chief Parker has placed a high value on working closely with his City Council and the local community around police technology policies. By remaining transparent, Tega Cay PD builds trust and integrity for their chosen methods of policing. “We showed the City Council these results after three months — how many suspects we’ve arrested, how many hits we’ve had, and they saw the value. They’re ready for more cameras.” At $2,500 per year per camera, Chief Parker believes that Flock Safety cameras are the best use of his agency’s limited discretionary budget and the most effective technology for the price. “What are you going to gain in using the tax dollars of citizens, and are they going to be able to get something for their money?” “We were able to evaluate that Flock Safety is a no brainer for us to reduce crime.” www.flocksafety.com 866-901-1781 Getting Community and City Council Buy-In “One of the things I saw immediately with Flock Safety is the customer service. It’s like going to a 5-star restaurant — your glass is never going to go below half empty.” — Chief Steve Parker Tega Cay Police Department Within the first three months of installing Flock Safety cameras, Tega Cay PD arrested 8 felony suspects Like any other large agency with a varied constituent base, Shelby County sees a wide range of crime: everything from murder investigations to hit-and-runs, carjackings, auto burglaries, and of course, property crime. Lieutenant David Ballard, who helps oversee Shelby County’s technology strategy, examined trends, such as that on average, 70% of crimes are committed with a vehicle, to build an efficent, cost-conscious tech deployment plan. One of the largest and most diverse counties in Tennessee deploys Flock Safety to successfully lower crime rates Shelby County Sheriff’s Smart Tech Strategy to Decrease Crime During A Pandemic Policing Challenges Shelby County flanks the Mississippi River in the west-most part of Tennessee. Memphis, the home of blues and birthplace of rock-and-roll, is its largest city. The highly-diverse Shelby County ranks amongst the top ten counties in the state for median household income. The Memphis metro area also has its challenges, incuding the highest rate of violent crime in the state. The Shelby County Sheriff’s Office employs over 2,000 sworn officers and administrators to fight crime. Welcome to the Home of Blues “You can’t predict everything, but can we look at trends? Certainly. Can we see where we can apply resources to combat those trends? Absolutely,” said Lt. Ballard. In 2018, Shelby County conducted a pilot with 45 Flock Falcon camera. 2018: Flock Pilot 45 2020: Agency- Owned 105 2021: Camera Network 600 Shelby County Cameras “Those cameras don’t sleep, they don’t need a break, they work 24 hours a day,” said Lt. Ballard. He now champions Flock Safety in Shelby County. “If we don’t have LPR technology, if we don’t have cameras out in the field, then my budget is going to be sorely affected, because to combat these [crime] numbers, I’m going to have to put more cars on the street, more boots on the ground,” explained Lt. Ballard. In 2019, Shelby County expanded the pilot to a long-term relationship. They also worked with the community to sign data-sharing agreements with HOAs and neighborhoods that have Flock cameras. The Sheriff’s Office now has access to footage from 600 cameras across Shelby County. Group A crimes went down 10% across the county in 2019, according to Lt. Ballard. Despite the COVID-19 pandemic, which spurred a rise in crime rates across the U.S., 2020 saw another 5% drop in Shelby County. www.flocksafety.com 866-901-1781 “What did we prevent? What didn’t happen the next week, month, year, now that this defender is out of their element? You can’t put a price tag on that.” -Lt. David Ballard Crime Drops in Shelby County The Shelby County Sheriff’s Office receives 50-60 Hot List alerts each day from the Flock Safety camera network. Commissioner Wright had been serving in city government for about two years when a friend in a neighboring community gave him a demo of the Flock Safety camera system. He was “just blown away.” With Commissioner Wright’s backing, in 2019, the City of Lakeland purchased and installed 20 Flock Safety license plate readers around the community. “We put it at major thoroughfares leading in and out of the municipality, not at any interior roads into a neighborhood,” Commissioner Wright said. The city crafted a careful process to protect residents' privacy. Access to footage is limited to authorized users and they work closely with law enforcement. Commissioner Wright examined several options, but Flock Safety's features made it the best option for Lakeland. Why City Councils Choose Flock Safety Lakeland, TN City Commissioner on how Flock Safety’s affordability, service, and network made it the best choice for his community Lakeland is considered very safe, ranking as one of the Best Places to Raise a Family in Tennessee. But every community experiences crime, and Lakeland is no exception. Located just outside of Memphis, the Lakeland suburb features rolling greenery and clear blue lakes. The natural surroundings are important to residents. In addition to serving on City government, Wesley is a small business owner, a trained educator and pastor, and a father of two. Wesley Wright has served as City Commissioner for 4 years. A Memphis native, he became involved in community safety issues 15 years ago when his own home was the subject of robbery. Lakeland, TN Why Flock Safety Works For Lakeland Commissioner Wesley Wright “It’s a passion of mine to help lead our city in the right direction, and Flock is a part of that.” -Commissioner Wesley Wright www.flocksafety.com 866-901-1781 Flock Safety was already present in several neighborhing towns and HOAs around Lakeland. “It’s paramount that municipalities work together,” said Commissioner Wright. “If you don’t choose Flock, I think you would kind of be putting yourself on an island.” City government appreciated the hands- off nature of Flock Safety. The partnership comes with installation, upgrades, and maintenance, which "makes it a lot easier for a municipality." Network Reach Service Aesthetics Commissioner Wright calls Flock Safety cameras a “subtle presence.” The camera’s size and design enables it to blend in with the surroundings in Lakeland, so it is “not an eyesore — it gives you safety but doesn’t take away from the beauty around you.” Cost Flock Safety’s flat, affordable pricing made allocating budget much easier for city government officials. Jay Taylor has served on the Jersey Village police force since 2011. Part of the Criminal Investigation Division (CID), Detective Taylor is tasked with solving cases ranging from aggravated robberies and thefts to a variety of property crimes. “Those first few hours after a crime is committed are the most important,” said Detective Taylor. “The sooner we can see what was going on, the better chance we have of solving that crime.” Jersey Village, TX is a town of about 8,000 outside of` Houston. While violent crime is low, the police department contends with property crime and theft. Jersey Villlage has 54 Flock Safety Falcon cameras around the town. Background This Detective Needed Better Leads 82%+ of property crime goes unsolved, according to the FBI’s Uniform Crime Report. These crimes often occur at night, without the presence of eyewitnesses. Even when there are witnesses, their testimony may be subjective or incomplete. To solve these crimes in an equitable and objective manner, law enforcement turn to Flock license plate readers. When leads are slim, identify evidence with Flock Safety How one time-strapped Detective uses Flock Safety to detect and decode leads Property Crime is Hard to Solve When a thief who had been visiting liquor stores from Dallas to Houston came to Jersey Village, Detective Taylor took on the case. He identified the make and color of the suspect's vehicle, and was then able to use footage from a Flock Safety license plate reader located near the local liquor store to pinpoint the vehicle, get the plate, and catch the perpetrator. In solving this crime, Detective Taylor cleared a case for several other Texas agencies. In total, this thief had stolen $9,000 worth of merchandise across the state. Solving Crime State-Wide When Detective Taylor is put on a case, he works all angles: identifying eyewitnesses and obtaining any video footage from the time and place the crime occurs. He uses surveillance cameras, doorbell camera footage, and anything else available to him to ascertain clues. One of his most effective tools, Detective Taylor said, is the network of 54 Flock Safety Falcon cameras situated throughout Jersey City. When an eyewitness or traditional video camera provides him with a vehicle make, model, color, or even a partial license plate, he is able to use Flock Safety to complete the picture. “Flock Safety is going to change the way you do investigations.” “When we have a lead here, Flock Safety lets us expand our ability to solve crime and collaborate with other agencies.” — Jersey Village Police Chief Kirk Riggs San Marino is a small jurisdiction within the Los Angeles metro area. Police Chief John Incontro shared that their biggest issue, by far, is property crime, specifically theft and burglary. In 2020, San Marino PD installed 22 Flock Safety cameras around the city. One year later, Chief Incontro was sharing success statistics with the San Marino Public Safety Commission: residential burglaries had declined nearly 80% and Part 1 crimes were down 19%. "Our car stops have increased and we have connected that to the cameras to reduce crime,” said Chief Incontro. In San Marino, most of the crime is committed by suspects who travel from outside the city limits. By using the Flock Hot List alert system, police know immediately when a wanted suspect enters the area and can deploy patrol cars right away to head off the crime. In one case, officers received two alerts — weeks apart — on a wanted vehicle. The first time, officers called off the pursuit due to poor weather, but when the car passed by again weeks later, officers did detain the suspect. They found stolen mail, illegal drugs, and stolen identification. The Flock Safety system was also able to help San Marino detectives identify and arrest an arsonist who had set a local family's home on fire. How One Agency Used LPR to Reduce Residential Burglaries By 80 Percent San Marino, CA Police Used An LPR Virtual Gate to Drastically Reduce Property Crime When communities install Flock Safety License Plate Recognition cameras, police typically report some recurring patterns that you might expect. Police pursuits increase, more stolen vehicles are recovered, and arrests of wanted suspects climb. However, when agencies report crime statistics in the months and years following a Flock Safety deployment, they also often report a less obvious, but even more exciting trend: overall crime reduction. It's About More Than Solving Crime Flock Safety Cameras Work for San Marino “The Flock cameras have resulted in an increase in traffic stops and in stolen vehicle recoveries — someone who has stolen a vehicle might also have something in their car — drugs, a firearm. They might be going to commit another crime with that vehicle,” explained Chief Incontro. “The individuals we are alerted about on the Hotlist often have multiple prior arrests. So we’re seeing a demonstrable decrease in crimes with this increased policing activity.” Flock Safety believes that every community has a right to safety. San Marino police and citizens agree. Chief Incontro reports, “the majority of residents are asking for more.” Fewer Wanted Suspects Translates to Less Crime As the number of cleared cases increases, crime correspondingly decreases. A substantial body of research shows that the most effective deterrent to crime is the likelihood of being caught. And an analysis of violent crime investigations showed that when detectives spend more time working a case, it is more likely to be solved. In an agency of only 29 sworn officers, Flock Safety has acted as a force multiplier, allowing police to quickly obtain accurate, objective evidence without having to send officers to every corner of the city, 24 hours a day. “The cameras are really helping us catch folks that are involved in crimes and who are probably going to commit crimes in the city. By us stopping with them, interacting with them, arresting them or letting them go, I think we reduce the possibility of a crime being committed." — Police Chief John Incontro 70% IN ONE YEAR 19%36% Decrease in Residential Burglaries Decrease in Part 1 Crimes Requested Increase in # of Cameras Sole Source Letter for Flock Safety ALPR Cameras and Solution Flock Safety is the sole manufacturer and developer of the Flock Safety ALPR Camera. Flock Safety is also the sole provider of the comprehensive monitoring, processing, and machine vision services which integrate with the Flock Safety ALPR Camera. The Flock Safety ALPR camera and devices are the only Law Enforcement Grade ALPR System to offer the following combination of proprietary features: 1. Patented Vehicle Fingerprint Technology: ○ Patented proprietary machine vision to analyze vehicle license plate, state recognition, vehicle color, vehicle type, vehicle make and objects (roof rack, bumper stickers, etc.) based on image analytics (not car registration data) ○ Machine vision to capture and identify characteristics of vehicles with a paper license plate and vehicles with the absence of a license plate ○ Ability to ‘Save Search’ based on description of vehicles using our patented Vehicle Fingerprint Technology without the need for a license plate, and set up alerts based on vehicle description ○ Only LPR provider with “Visual Search” which can transform digital images from any source into an investigative lead by finding matching vehicles based on the vehicle attributes in the uploaded photo 2. Integrated Cloud-Software & Hardware Platform: ○ Ability to capture two (2+) lanes of traffic simultaneously with a single camera from a vertical mass ○ Best in class ability to capture and process up to 30,000 vehicles per day with a single camera powered exclusively by solar power ○ Wireless deployment of solar powered license plate reading cameras with integrated cellular communication weighing less than 5lbs and able to be powered solely by a solar panel of 60W or less ○ Web based footage retrieval tool with filtering capabilities such as vehicle color, vehicle type, vehicle manufacturer, partial or full license plate, state of license plate, and object detection ○ Utilizes motion capture to start and stop recording without the need for a reflective plate ○ Motion detection allows for unique cases such as bicycle capture, ATV, motorcycle, etc. ○ On device machine processing to limit LTE bandwidth consumption ○ Cloud storage of footage 1170 Howell Mill Rd. NW · Suite 210, Atlanta, GA 30318 ○ Covert industrial design for minimizing visual pollution 3. Transparency & Ethical Product Design: ○ One-of-a-kind “Transparency Portal” public-facing dashboard that details the policies in place by the purchaser, as well as automatically updated metrics from the Flock system ○ Built-in integration with NCMEC to receive AMBER Alerts to find missing children ○ Privacy controls to enable certain vehicles to “opt-out” of being captured 4. Integrated Audio & Gunshot Detection: ○ Natively integrated audio detection capabilities utilizing machine learning to recognize audio signatures typical of crimes in progress (e.g., gunshots) 5. Partnerships: ○ Flock Safety is the only LPR provider to officially partner with AXON to be natively and directly integrated into Evidence.com ○ Flock Safety is the only LPR provider to be fully integrated into a dynamic network of Axon’s Fleet 3 mobile ALPR cameras for patrol cars and Flock Safety’s Falcon cameras ○ Access to additional cameras purchased by our HOA and private business partners, means an ever-increasing amount of cameras and data at no additional cost 6. Warranty & Service: ○ Lifetime maintenance and support included in subscription price ○ Flock Safety is the only fully integrated ALPR one-stop solution from production of the camera to delivery and installation ○ Performance monitoring software to predict potential failures, obstructions, tilts, and other critical or minor issues Thank you, Garrett Langley CEO, Flock Safety 1170 Howell Mill Rd. NW · Suite 210, Atlanta, GA 30318 PAGE 1BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS A COMPREHENSIVE GUIDE TO BUILDING A SUCCESSFUL LPR PROGRAM SELECTING THE RIGHT LICENSE PLATE RECOGNITION SOLUTION FOR YOUR AGENCY BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS WHY ADOPT LICENSE PLATE RECOGNITION? AVAILABLE LPR DEPLOYMENT OPTIONS License plate recognition (LPR) systems were first invented in the 1970’s, with the earliest arrest using the technology recorded about a decade later. Over the years, LPR systems have been greatly refined, becoming much more powerful and useful. Today, they’re regarded as indispensable law enforcement tools, assisting agencies with real-time threat detection and mitigation while helping close all manner of criminal investigations faster. LPR systems take photos of vehicles, then use Optical Character Recognition (OCR) algorithms to capture and parse license plate data, plus date, time, GPS coordinates, and other information. LPR systems can also integrate with other technologies to significantly expand their core functionality. For instance, LPR detections can trigger a real-time alert to improve situational awareness, be searched and analyzed for investigative insight, and leveraged to automate processes such as traffic enforcement or access control. This type of automation makes integrated LPR systems a highly valuable tool to increase officer efficiency and productivity, so they can spend less time on rote activities and more time in the community, keeping residents safe. We hope this guide will prove useful, serving as a starting point for your own research and the first step to establishing a successful license plate recognition program. That’s why we created this guide. We’ve provided overviews for each type of camera system, along with usage scenarios for each and other considerations for choosing a system that meets your needs. We’ve also provided some pointers on what to look for beyond the camera, such as back-end software, that can play an important role in a well-performing LPR program. Yet, not all LPR systems – or LPR system vendors – are the same. With so many LPR systems offering so many different options, including promises of “all-in-one” systems that can do it all, it can be difficult to know where to start. Partnering with an experienced vendor can help. In addition to deep product expertise, vendors with strong law enforcement experience are critical to ensure regulatory compliance and program success, especially given the ever-changing laws and regulations governing LPR. PAGE 2BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS Find more wanted vehicles of interest Close more open cases, faster Improve officer efficiency and productivity QUICK-DEPLOY TRAILERFIXEDVIDEO-BASED IN-CAR INTEGRATEDMOBILE APP-BASED TABLE OF CONTENTS 4 11 15 LPR CAMERAS: SYSTEM TYPES, DEPLOYMENT SCENARIOS, AND PURCHASING CONSIDERATIONS LICENSE PLATE RECOGNITION SOFTWARE: SEARCH, ANALYSIS, ALERTING, DATA MANAGEMENT, SECURITY AND SUPPORT PROCUREMENT OPTIONS 4 FIXED 5 QUICK DEPLOY 6 VIDEO-BASED 7 TRAILER 8 MOBILE 9 IN-CAR INTEGRATED 10 APP-BASED 12 SEARCHING AND ANALYTICS 13 HOT LISTS AND ALERTING 14 DATA MANAGEMENT 14 PRIVACY AND SECURITY 15 POLICY, TRAINING, AND SUPPORT BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS PAGE 3 PAGE 4 PAGE 5BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMSBUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS LPR CAMERAS: SYSTEM TYPES, DEPLOYMENT SCENARIOS, AND PURCHASING CONSIDERATIONS FIXED QUICK-DEPLOY DEPLOYMENT OVERVIEW Fixed license plate recognition is one of the most adopted types of deployments today. These cameras are permanently installed, typically on poles or other roadway infrastructure and meant to provide the most data capture per dollar spent. These cameras are perfect for when you need high-performance, continuous scanning in all weather conditions, day or night, and on vehicles moving at high and low speeds. DEPLOYMENT OVERVIEW Quick-deploy license plate recognition is one of the newest LPR technologies on the market. It emerged due to technology improvements that allow for smaller form factors while still getting useful performance. Capable of being moved with ease due to flexible power and data connectivity, these cameras can be installed permanently or for a specific time period. They may stand on their own or can be mounted to common infrastructure, making them ideal for low-volume, low-speed vehicle scanning in more controlled environments. DEPLOYMENT SCENARIOS Major Thoroughfares: High-performance fixed license plate recognition is necessary for highways, interstates or other major thoroughfares due to their high traffic volume. These roads require a high rate of capture, as well as high quality bright and low-light performance for usage at all times of day. With vehicles moving at high speeds, a global shutter sensor is also critical to ensure accurate data capture. Jurisdiction Entry Points: While not all roads into your jurisdiction have significant traffic, vehicles moving at high speeds, or round-the- clock usage, ensuring you have reliable plate capture capability from high-performance fixed license plate recognition can be critical for proactively responding to threats. After all, identifying bad actors early, at points of entry, is the easiest way to mitigate incidents. DEPLOYMENT SCENARIOS Narcotics Interdiction: Quick-deploy cameras can be instrumental in shortening drug interdiction timelines by helping gather more data and evidence. As you uncover distribution details and primary players, you can easily expand investigations utilizing analytics, expose operational patterns, and make arrests. Neighborhood Complaints: These easy-to-deploy cameras are perfect for improving responsiveness to community concerns. Quickly, and oftentimes covertly, you can activate quick-deploy cameras in areas experiencing an uptick in calls for suspicious vehicles, parties, and more. Pattern Crime Locations: Make an immediate impact on pattern crime, such as residential burglaries and car break-ins. Upon determining a recurring crime series and MO, quick-deploy cameras can be placed at probable future targets in order to narrow down a vehicle of interest and catch criminals. Public-Private Partnerships: With many businesses seeing the value of police partnerships, affordable quick-deploy LPR can be ideal. These camera systems can be owned and operated by the business while seamlessly sharing data with your agency. Capture rate Capture rate determines how many plates the system will successfully detect. Verify that the camera can scan a high volume of cars in a short timespan and that it can scan continuously. 3 Frame rate should be 60 FPS or greater 3 The camera should scan continuously 3 There should be no daily capture limits Time-to-benefit Time-to-benefit is a measure of how long it takes to install and activate the camera. A major determining factor is whether it requires specialized tools or significant technical expertise. 3 Carry case included for easy transport 3 Hand-holdable size - no bigger than 6 inches 3 Quick-connecting Android or iOS setup app Read accuracy Read accuracy measures how often recognition is correct. Make sure to determine how well a system can read plates in dark environments as well as plates on vehicles moving at high speeds. 3 Simultaneous color and IR image capture 3 Zero degradation at 150 MPH or greater 3 Camera should employ a global shutter Mounting Having good mounting options allows you to place the camera in convenient locations. Consider if the mount is easily maneuverable and if there are ways to make it blend into the surroundings. 3 Pole-mount or equivalent universal straps 3 Camera maneuvering via easy-lock ball joint 3 Paintable shroud for added security Lens design Having a variety of focal lengths to choose from enables you to more easily deploy cameras where you need. Additionally, a wide field of view helps ensure you can scan errant vehicles. 3 Lenses should at least span 6mm - 25mm 3 20-foot field of view for multi-lane capture Power options Having various power options are also critical to meeting deployment needs with a quick-deploy camera as it ensures you can move camera locations without worrying about your power source. 3 Solar power with at least 40-watt panel 3 AC or DC direct power connection 3 Battery capable of 20,000 scans Ruggedness Ruggedness metrics determine how capable a system is of withstanding the test of time so it doesn’t have to be replaced, as well as indicates how well it can perform in inclement weather. 3 Camera system should be IP68 or higher 3 Should be rated ISO 16750-3 or better 3 Operate at temperatures of -40ºF to 140ºF Connectivity Having a variety of network options for your quick-deploy camera also ensures it can be installed where it’s needed. Even look for a camera that can connect to an existing wireless subscription. 3 Major cellular carrier purchase option 3 Bring-your-own-SIM cellular flexibility 3 Camera health and status monitoring L5F Fixed LPR Camera System L6Q Quick-Deploy LPR Camera System KEY CONSIDERATIONS AND RECOMMENDATIONS KEY CONSIDERATIONS AND RECOMMENDATIONS VIDEO-BASED TRAILER DEPLOYMENT OVERVIEW Video-based license plate recognition is one of the easiest ways to quickly benefit from LPR while increasing return on investment for an existing system. That’s because video-based LPR uses existing camera feeds and runs the LPR algorithm over the top of the video to detect and recognize plates. Video-based LPR is limited by the cameras used with it. Most video cameras aren’t optimized for LPR so results won’t be as effective in poor lighting and high-speed, high-volume traffic scenarios. DEPLOYMENT OVERVIEW License plate recognition trailers are a flexible, highly visible option for not only collecting license plate data, but also informing drivers of relevant information. Similar to quick-deploy cameras, trailers provide flexibility in where they are placed and can be easily towed, placed and left alone, Yet, unlike the small discrete nature of quick-deploy cameras, trailers can provide added safety with boards or signage for critical information like a temporary speed limit or hazard alerts. DEPLOYMENT SCENARIOS Facilities Security: Video-based license plate recognition is an excellent option for areas that you’re already actively monitoring with video surveillance. This may include police stations, a dispatch center or other city-owned buildings for which your agency is responsible for securing and protecting. School Security: With an emphasis on protecting students and teachers at an all-time high, relationships are strengthening between schools and law enforcement. Video-based LPR can be an easy way to build upon an existing video security system, detecting and responding to banned vehicles on premises. Public-Private Partnerships: With many businesses having their own video systems in place, as well as a growing desire for partnership with police, video-based LPR can be ideal. This requires a solution that can seamlessly share data from businesses with your agency. DEPLOYMENT SCENARIOS Special Events: LPR trailers are great for special events due to the amount of data available for capture and the value they provide in helping direct traffic or provide important updates to drivers. Additionally, with events a prime target for threat actors, this additional layer of security can be critical. Seasonal Traffic: The mobility of trailers makes them perfect for seasonal deployment. Place them in school zones during the year to capture data and reinforce speed limits. Move them to a local park or swimming pool in the summer when traffic picks up with kids on break and protection is needed. KEY CONSIDERATIONS AND RECOMMENDATIONS KEY CONSIDERATIONS AND RECOMMENDATIONS Camera requirements The first determining factor for video-based LPR is verifying if it requires expensive, top-of-the-line cameras, or if it can work with most modern cameras with at least modest specs. 3 Resolution requirement no more that 720p 3 Frame rate requirement no more than 15 FPS Read accuracy Read accuracy measures how often recognition is correct. Make sure to determine how well a system can read plates in dark environments as well as plates on vehicles moving at high speeds. 3 Simultaneous color and IR image capture 3 Zero degradation at 150 MPH or greater 3 Camera should employ a global shutter Ruggedness Ruggedness metrics determine how capable a system is of withstanding the test of time so it doesn’t have to be replaced, as well as indicates how well it can perform in inclement weather. 3 Camera system should be IP68 or higher 3 Should be rated ISO 16750-3 or better 3 Operate at temperatures of -40ºF to 140ºF Deployment options To fit within your existing technical environment you’ll then want to determine how a video-based LPR solution can be deployed to ensure you’re staying most cost-effective. 3 Centralized or distributed architectures 3 Optional VMS deployment requirement 3 Zero limits on number of cameras 3 RTSP or ONVIF-compliant output Power options Having various power options are also critical to meeting deployment needs with a quick-deploy camera as it ensures you can move camera locations without worrying about your power source. 3 Solar power with at least 80 watt panel 3 AC or DC direct power connection 3 Battery power with 100 watt hours or more Signage Having signage options to present messages to drivers might not be first priority, but if this option is of interest, it’s important to consider if it can be easily reconfigured or if it is static. 3 Configurable digital signage 3 Optional vehicle speed display PAGE 7BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMSPAGE 6BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS L5M Trailer LPR Camera System LinC Video-Based LPR Integration PAGE 9 MOBILE IN-CAR INTEGRATED DEPLOYMENT OVERVIEW Mobile license plate recognition is also a highly adopted type of LPR today. Anywhere between one and four cameras are mounted to a vehicle and scan continuously around the vehicle as long as it is on. Drivers can receive real-time alerts from within the car, typically through a software interface on a mobile computer or tablet device. These cameras are ideal for helping to keep officers safe and aware of threats as well as guiding patrol efforts based on hot plate hits. DEPLOYMENT OVERVIEW In-car video systems integrated with license plate recognition are a growing phenomenon designed to help give agencies more value from their investments. In-car integrated LPR is perfect for officer safety by enabling very capable detection and recognition of license plates on vehicles in close proximity and in the front of the patrol vehicle. It is important to note that integrated LPR does have some shortcomings due to the camera being located inside the car and not being dedicated or designed for license plate recognition. These challenges include difficulties in low-light and with vehicles moving at high speeds, which impact detection and recognition accuracy as well as capture rate limitations. DEPLOYMENT SCENARIOS Traffic Stops: Mobile license plate recognition can be the first line of defense for officers during a traffic stop. With high-performance detection and immediate recognition, officers can be alerted to any outstanding wants or warrants associated with a vehicle they have pulled over and approach appropriately. Guided Patrol: Turn passive patrolling into active law enforcement with mobile license plate recognition. High-volume scanning and accurate detection of hot listed vehicles can provide officers with automated direction on BOLOs and vehicles with warrants in order to bring more criminals to justice, more efficiently. Investigations: While on scene of a crime, canvassing nearby vehicles is critical to find potential witnesses who can help solve a case. Mobile license plate recognition can aid in recording plate information while eliminating manual, time-consuming processes by simply driving by vehicles of interest. DEPLOYMENT SCENARIOS Traffic Stops: In-car integrated license plate recognition can be the first line of defense for officers during a traffic stop. With highly capable detection and recognition, officers can be alerted to any outstanding wants or warrants associated with a vehicle they have pulled over and approach appropriately. Standard Patrol: For officers who typically operate in a relatively residential beat where roads are only two to three lanes wide, the M500 can be an ideal supplement to their enforcement efforts. With lighter, slow-moving traffic and well lit streets officers can stay alert to vehicles of interest and respond accordingly. Capture rate Capture rate determines how many plates the system will successfully detect. Verify that the camera can scan a high volume of cars in a short timespan and that it can scan continuously. 3 Frame rate should be 60 FPS or greater 3 The camera should scan continuously 3 There should be no daily capture limits Read accuracy Read accuracy measures how often recognition is correct. Make sure to determine how well a system can read plates in dark environments as well as plates on vehicles moving at high speeds. 3 Simultaneous color and IR image capture 3 Zero degradation at 150 MPH or greater 3 Camera should employ a global shutter Lens design Having a variety of focal lengths to choose from enables you to more easily deploy cameras how you need them. Additionally, a wide field of view helps ensure you can scan errant vehicles. 3 Lenses should at least span 6mm - 25mm 3 20-foot field of view for multi-lane capture Ruggedness Ruggedness metrics determine how capable a system is of withstanding the test of time so it doesn’t have to be replaced, as well as indicates how well it can perform in inclement weather. 3 Camera system should be IP68 or higher 3 Should be rated ISO 16750-3 or better 3 Operate at temperatures of -40ºF to 140ºF In-Car software The right in-car software is critical. Verify it is easy to use and adopt for drivers, that it can run distraction- free in the background and is consistent with other software officers are using. 3 Audio and visual alert configurability 3 Search and investigation tools 3 Light and dark modes interface options 3 Option to run in the background Capture rate Capture rate determines how many plates the system will successfully detect. Verify that the camera provides a field of view for multi-lane coverage and that it can scan continuously. Driver safety The license plate recognition capability on an in-car system should not require officers to take any actions to enable scanning, nor should the camera itself be a safety hazard. In-Car software The right in-car software is critical. Verify it is easy to use and adopt for drivers, that it can run distraction-free in the background and is consistent with other software officers are using. 3 There should be a panoramic field of view 3 The camera should scan continuously 3 There should be no daily capture limits 3 Should not require repositioning for LPR 3 Critical sightlines should be unobstructed 3 Blind spots should not be created 3 Audio and visual alert configurability 3 Search and investigation tools 3 Light and dark mode interface options 3 Option to run in the background PAGE 9PAGE 8BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS L5M Mobile LPR Camera System M500 LPR-Enabled In-Car Video System KEY CONSIDERATIONS AND RECOMMENDATIONS KEY CONSIDERATIONS AND RECOMMENDATIONS BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS PAGE 10BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS APP-BASED LICENSE PLATE RECOGNITION SOFTWARE SEARCH, ANALYSIS, ALERTING, DATA MANAGEMENT, SECURITY AND SUPPORT DEPLOYMENT OVERVIEW App-based license plate recognition provides added convenience for license plate and vehicle data capture when a deployed camera doesn’t have a clear line of sight to a plate. App-based LPR can also provide other benefits besides data capture such as hot hit alerts to keep officers informed even if they are away from their vehicle. As a fall back, app-based options with video-based plate capture can function as a light, mobile license plate recognition alternative. DEPLOYMENT SCENARIOS Behind The Tape: Log a large amount of vehicles and locations prior to releasing vehicles from controlled crime scenes. App-based license plate recognition can aid in recording plate information and eliminate a hand- written, error-prone process by simply walking or driving by and taking a picture or video. Foot Patrol: For officers who patrol by foot and don’t rely on a vehicle, app-based LPR is an essential tool for license plate and vehicle data capture. Using their mobile device, they can easily take a picture of a suspicious vehicle or use the functionality during a field interview to document details of the interaction. Operating system The ability to run an application on devices officers already rely upon is critical for accessibility. It provides a familiar user experience, simplified management and overall efficiency of use. 3 Available on Android or iOS 3 Download from Google Play or Apple App Store Plate capture Having a variety of data collection options such as scanning plates through streaming video as well as single image capture or upload, ensures officers are most efficient and effective. 3 Capture single license plate image 3 Multi-plate capture via video capture 3 Upload images from phone gallery Hit alerting Beyond capturing data, it is important to determine if and how your LPR app can ensure officers are informed of vehicles of interest so they can take appropriate action and stay safe. 3 Push notification alerting Data security Ensuring data is stored securely avoids questions of validity. Determine how data is stored, if it is accessible through other apps on the device and how users are authorized. 3 Data erased from device after closing app 3 Segmented, isolated data storage 3 User login with optional PIN method Vigilant Mobile Companion Application PAGE 11BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS KEY CONSIDERATIONS AND RECOMMENDATIONS PAGE 12BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS In addition to providing sophisticated search options, look for a system that does more with your data to uncover additional leads. Some of the most impactful, advanced analytic features that provide the most value to agencies include associate analysis, convoy analysis and locate analysis. Associate and convoy analysis enable you to identify vehicles connected to your identified vehicle of interest. This can help you get a better understanding of a criminal network perpetrating anything from trafficking and smuggling, to burglaries and thefts. Locate analysis functionality provides added insight on a vehicle of interest to help you actually make contact by determining the most probable locations, time-of-day and day-of-week to find a vehicle. This is ideal for quickly finding a vehicle of interest involved in a violent crime, a missing person, or an abduction. Once you have hot lists created, shared and subscribed to, the next determination is how alerts are received. Different people prefer different methods of communication and your license plate recognition alerting options should reflect that. Most solutions should be able to facilitate email and text message-based alerts that individual users or groups can be provisioned to receive based on the hot lists they can access. But that’s just the baseline. Additional notification channels to consider include mobile application-based alerts that can facilitate push notifications on any Android or iOS device as well as a dedicated alerting client that can run at a dispatcher’s workstation or anywhere else that hot hit notifications are valuable. Lastly, the ability to directly integrate alerts into other systems, such as call handling, computer-aided dispatch systems, or a real-time crime center solution can be highly beneficial. It helps make license plate recognition a more integrated part of your workflow and minimizes the learning curve for those users. Another often-used license plate recognition capability is creating hot lists and configuring alerts for sightings of vehicles of interest. When evaluating a solution there are a number of key considerations to keep in mind. First, hot lists and white list creation and access should be permission- based. It makes everyone’s job more convenient to not only have agency- wide lists but also enable users to create their own lists for specific cases they might be working on. Additionally, outside of your agency, it is valuable to be able to have access to other agency, state and national lists to facilitate better collaboration between agency partners, nearby or across the nation. Look for an easy hot list sharing and subscription option in any LPR system you are evaluating. KEY FUNCTIONALITY TO CONSIDER KEY FUNCTIONALITY TO CONSIDER • Full, Partial & Wildcard Plate Search • Single and Multi-Location-Based Search • Year, Make, Model & Color Search Filtering • Associate & Convoy Vehicle Analysis • Vehicle Locate Analysis & Prediction • User, Group or Agency Hot List Creation • Simple Hot List Sharing & Subscription • Email & Text Message-Based Alerting • Mobile Application/Push Notifications • Easy-To-Use Dedicated Alerting Client • System-Integrated Alerting Capabilities HOT LISTS AND ALERTING PAGE 13BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS SEARCHING AND ANALYTICS When it comes to license plate recognition data, the most basic investigative use is to search for where a vehicle of interest has been previously seen. This is easy when you have a full license plate to go off of, but that’s the bare minimum requirements for any LPR solution. What really makes an LPR system valuable is its ability to also accommodate partial and wildcard searches for those instances where maybe a witness only caught a couple characters. But what happens when you have no characters at all? Maybe a victim only knows that a vehicle was present, or better yet, caught the make and model of a perpetrator’s car? This is where a location- based search capability becomes helpful. It allows you to set a time frame and proximity to a location, as well as vehicle year, make, model and color parameters, to generate a list of potential vehicles worth investigating. To go a step further, a great location-based search capability will allow you to look for vehicles who have appearances across multiple locations, perfect for identifying vehicles of interest in a crime series. Target Alert Service (TAS) Mobile Companion PAGE 14BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS DATA MANAGEMENT POLICY, TRAINING, AND SUPPORT PRIVACY AND SECURITY Contrary to many movies and TV shows, investigations aren’t always cleanly completed in a matter of days. It may take weeks or months to build your case, gather evidence, follow up on leads, identify suspects and make arrests, not to mention prosecute. This is why having full control of your data retention and ownership is critical. A system that permits you to set your own data retention policy, rather than an arbitrary one set by a vendor, allows you to preserve data as long as you need to close a case, as well as meet your specific state and local requirements for data retention. Your data should be owned by you, never a vendor, so that should you need to leave and take it with you, you can, no questions asked. Similarly, data sharing is another critical element of a license plate recognition program. As we know, criminals don’t abide by jurisdictional boundaries, especially when they are on the run. Easy, completely agency-controlled data sharing between neighboring agencies and those across the nation can help you generate stronger leads and capture more criminals. Additionally, data sharing from There is much more to a successful license plate recognition program than product features and functionality. Without the proper policy creation, user training, vendor support and access to new innovation there is no way to sustain an effective program. Your vendor can and should be a resource for each of these. A key indicator to determine if a vendor can truly help you be successful is having people on staff who have been in your shoes using the product and can provide training to build proper policies and processes. Additionally, it is worth confirming if these services from your vendor are free or require additional investment. Another important consideration is technology development and ownership. In order to provide effective support, as well as continuously push enhancements and innovations to your LPR camera systems and software, your vendor needs to design and build the technologies they sell you. Ask whether or not their software, algorithms, and cameras are homegrown or supplied by a third party. If a third party is employed, support becomes fragmented and meaningful innovation becomes stifled because your input as a customer may not get back to the actual developer of your LPR products. the right vendor you should have options to meet your procurement needs. This can range from outright, upfront purchase options, subscription “as-a-service” options as well as financing. Although a newer concept for hardware like cameras, subscription pricing models can provide benefits like predictability of spend, automatic equipment upgrades and additional services like warranty or advanced support built in. For subscription procurements, be aware of required contract length as you evaluate vendors. License plate recognition data privacy and security is not something to be taken lightly. This is why it is critical for your system of choice to be compliant with the Criminal Justice Information Services (CJIS) Security Policy. This standard provides the most comprehensive framework, informed by NIST and the FBI, for ensuring CJI data is protected by dictating parameters for physical security, redundancy, access control, audit functionality, encryption of data at-rest and in-transit, compliance regulation and more. Beyond the security of your LPR system and data, additional controls are important for ensuring responsible, permissible use of your system. This is critical for addressing privacy concerns and building community buy-in around your use of license plate recognition technology. A key mechanism to consider, beyond those already included as a part of being CJIS compliant (auditing, access control), are justification fields for use of certain features that can provide a record of why a user is employing the solution. businesses and community groups who are interested in license plate recognition for their own needs is something to consider and can be a great way to build relationships and partnerships to co-create public safety with your community. For any of these data sharing options, having a clear understanding and expectation set for policy and process is critical. That’s why a bonus feature to consider is how easy it is to create a memorandum of understanding (MOU) between yourself and those with whom you are sharing. KEY FUNCTIONALITY TO CONSIDER KEY SERVICES AND FUNCTIONALITY TO CONSIDER KEY PROCUREMENT OPTIONS TO CONSIDER KEY FUNCTIONALITY TO CONSIDER • Agency-Defined Data Retention Policy • Complete Agency Data Ownership • Preservation Function for Critical Data • Agency-To-Agency Data Sharing • Enterprise-To-Agency Data Sharing • Built-In MOU Templates • Help with Policy & Process Creation • Free User & Administrator Training • Direct 24/7 Technical Support • In-House Developed Technology • Free, Automatic System Updates • Outright, Upfront Purchase • Subscription “as-a-Service” • Required Contract Length • CJIS Security Policy Compliance • Required Justification for Use Fields PROCUREMENT OPTIONS BUYER’S GUIDE LICENSE PLATE RECOGNITION (LPR) SYSTEMS PAGE 15 Motorola Solutions, Inc. 500 West Monroe Street, Chicago, IL 60661 U.S.A. 800-367-2346 motorolasolutions.com MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners. © 2022 Motorola Solutions, Inc. All rights reserved. 01-2022 For more information on our LPR systems, please visit: www.motorolasolutions.com/lpr From fixed cameras to quick-deploy systems, each type of LPR solution comes with its own questions and considerations based on projected use cases and overall program goals. Beware of anyone claiming one “all-purpose” system can cover all LPR use cases. An experienced vendor, with deep law enforcement industry expertise, can help match your specific needs to the right LPR system while helping your agency comply with rapidly evolving LPR regulations. For over 90 years, Motorola Solutions has revolutionized law enforcement technology - creating innovative, mission-critical communications and security solutions that help agencies create safer communities. Our hope is that the knowledge gained from this guide will instill confidence in your ability to acquire the best LPR system for your agency’s unique needs, and with it, help your community thrive. SELECTING TODAY’S LPR SYSTEMS: ONE SIZE DOES NOT FIT ALL Fire Service Delivery Study PALM DESERT, CALIFORNIA December 10, 2021 DRAFT REPORT Table of Contents 1. Introduction and Executive Summary 1 2. Overview of Current Service Environment 4 3. Emergency Services System Dynamics 22 4. Evaluation of Deployment and Performance 30 5. Analysis of 4th Station Impact 42 DRAFT Fire Services Delivery Study Palm Desert, CA Matrix Consulting Group 1 1 Introduction and Summary The Matrix Consulting Group was retained to conduct a Fire Station Study for the City of Palm Desert. This document is the report of the project teams’ work that includes an analysis of the current fire services provided by CAL FIRE through a contract for fire services with Riverside County. 1 Scope of Work The scope of this study included the evaluation of the impacts of growth and an increased demand for fire services in the City and surrounding region. The primary purpose of the study was to determine the need for and timing of a 4th fire station to improve the reliability of the emergency response system. Two specific scenarios are driving the need for the study: • Development of an arena capable of seating 11,679 occupants on unincorporated land just north of the City • Timing for the 4th station if the arena is not developed. Specifically, there were several questions the City wanted answered through the evaluation of fire services, these included: • What are the current response capabilities of the Department? • How many calls for service are received and what is the utilization rate of current apparatus? • Do the current stations provide adequate coverage? • Will there be a need for a fourth fire station in the future and what would the service level capabilities be with a 4th station? These issued were all included withing this project’s scope of work. 2 Approaches Utilized in the Study The project team utilized several approaches in order to fully understand the service environment and issues relevant to the study, including the following: DRAFT Fire Services Delivery Study Palm Desert, CA Matrix Consulting Group 2 • Telephone and in-person interviews with City and Fire Department leadership and staff. • Data Collection across a wide range of areas in order to enable extensive and objective analysis. • Iterative and Interactive Process in which the consultants first understood the current organization and service delivery system, identified issues and current staffing needs. Throughout the process, the consultants reviewed findings with the City and Department. The project report represents the culmination of this process, presenting the results of our analysis, including specific recommendations for the department on deployment, and other relevant issues, including projected service demands. 3 Summary of Recommendations The following table provides a summary of recommendations made in this report. The report itself should be reviewed to understand the factual basis behind each recommendation as well as the analysis leading to each recommendation. Summary of Recommendations RESPONSE TIME Key Findings Key Recommendations There are opportunities to improve the capturing of performance call processing times and improving turnout times Work with the ECC to establish a goal of dispatching emergency fire and EMS calls for service within 1 minute 90% of the time. Develop a system to monitor and report the performance of the ECC in dispatching emergency calls. This should occur at least quarterly. Establish a program to improve the turnout time for fire apparatus to achieve benchmark time of 1 minute and 20 seconds for 90% of the calls. Create a reporting mechanism for excessive turnout times to allow for evaluation on the cause in turnout time delays. Develop a mechanism to monitor and report the turnout time performance against the established DRAFT Fire Services Delivery Study Palm Desert, CA Matrix Consulting Group 3 objectives at least annually to the City and elected officials. DEPLOYMENT The City should adopt travel time performance goals based on the population density of the response areas for each station. Formally establish a baseline performance travel time standard based on population density at the 90th percentile. Continue to monitor new development, roadway networks, and population densities to adjust the travel time performance objectives accordingly. Develop a mechanism to monitor and report the travel time performance against the established objectives at least annually. The current automatic and mutual system works well to establish an effective response force in the City. Continue to use the practice of automatic aid and closest unit response to form an effective response force on larger scale incidents. Unit utilization rates are high in Stations 71 and 33, impacting travel time performance A 4th fire is needed to improve system performance and will be critical as service demands increase Begin planning for and construct a 4th station at the intersection of Gerald Ford Drive just north of Frank Sinatra Drive. DRAFT Fire Services Delivery Study Palm Desert, CA Matrix Consulting Group 4 2 Overview of the Current Service Environment This chapter provides summary information regarding the current organization and operation of the Palm Desert Fire Department and serves as the context for the analysis of the organization. Various types of data were developed through interviews with management and personnel, tours of the response area, review of available documents and records, as well as access to computerized records and data sets. 1 Background and Overview Located in Riverside County California in the Coachella Valley, Palm Desert is approximately 122 miles east of Los Angeles and approximately 121 miles northeast of San Diego. Originally known as Old MacDonald Ranch with the first residential development occurring in 1943 as a part of an Army maintenance camp. An upscale shopping district followed with real estate development beginning in 1948 and in 1952 the area was named Palm Desert. In the 1980s and 1990s Palm Desert was one of California’s fastest growing areas doubling its population between 1980 and 1990. Today the City of Palm Desert covers an area of approximately 27 square miles with an estimated population of 52,575 according to the 2019 US Census Bureau estimate. This creates a population density of approximately 1,947 people per square mile. Growth in the area has created a major shopping destination as well as resorts and recreation areas including approximately 30 golf courses. Palm Desert operates on a council-manager form of government with a five-member City Council. Council members are elected to staggered four-year terms and the mayor is selected from the council members. The City Manager reports to the Mayor and City Council and is responsible for the overall management of the municipal departments. 1. Demographic Profile of the City The following table illustrates the demographic profile of Palm Desert and changes that have occurred since the 2010 Census. The population of Palm Desert has increased approximately 8.3% since 2010 adding an estimated 4,000 residents. The over 60 age group has increased by 3% while the 20 and younger age group has decrease by 2.1%. The median age of the City has remained in the 52 to 54 year old range for the past nineteen years. DRAFT Fire Services Delivery Study Palm Desert, CA Matrix Consulting Group 5 Palm Desert Demographics US Census Data 2010 2015 2019 Estimated Palm Desert Population 48,534 50,565 52,575 Median Age 52.8 51.9 54.5 Children Under Age 5 4.1% 4.0% 3.7% Children Ages 5 to 19 years 13.9% 14.0% 12.2% Persons Age 20 to 59 years 41.7% 41.9% 41.1% Persons Age 60 and Over 40.2% 40.0% 43.0% Families in Poverty 6.4% 7.6% 9.0% Civilian Labor Force Unemployed 8.0% 9.6% 5.2% Median Household Income $56,897 $52,892 $59,977 Employment Sectors: Education, Health Care, Soc. Svc. 18.5% 20.7% 20.5% Retail Trade 12.6% 12.4% 13.1% Professional, Scientific, Mgmt. 12.9% 12.0% 11.8% Finance, Insurance, Real Estate 9.2% 7.2% 7.9% Entertainment, Recreation, Food 17.1% 20.3% 20.8% Construction 9.1% 4.9% 5.9% Manufacturing 3.0% 2.9% 3.5% Transportation, Warehousing, Util. 2.1% 2.7% 2.6% Public Administration 3.3% 3.4% 2.8% Other Services 5.3% 7.5% 6.8% Wholesale 2.9% 2.0% 1.7% Information 2.2% 3.3% 1.9% Agriculture, Forestry, Fishing 1.8% 0.8% 0.6% The following map provides a view of population density by census tract. DRAFT Fire Services Delivery Study Palm Desert, CA Matrix Consulting Group 6 Areas in the central core of the City and along Highway 111 have the higher population densities. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 7 2. Organization of the Fire Service The City of Palm Desert contracts for fire services through the County of Riverside. The County has a cooperative agreement with CAL FIRE to provide fire services in the County. The Palm Desert Fire Department (LQFD) is an all-hazard department and provides fire suppression, emergency medical services, fire prevention, hazardous materials response, and specialty technical rescue services to the City through this contract. There is also an agreement between the City and Indian Wells to house a medic unit at Station 55 as part of the Palm Desert response system. Shift personnel work the standard CAL FIRE 72-hour shift schedule on a monthly rotation. The following table illustrates how the rotation occurs over a one-month period: Sunday Monday Tuesday Wednesday Thursday Friday Saturday The Fire Department is authorized 61 full-time positions, per the contract with Riverside County. The organization of the County fire service is shown below. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 8 Riverside County Fire Department Organizational Chart East Operations Fire Chief Riverside Unit Deputy Chief East Operations Division Chief West Desert Battalion 10 Battalion 12 Division Chief East Desert Battalion 6 Battalion 7 Battalion 8 Division Chief Bautista Battalion 5 Battalion 11 Bautista Conservation Camp Division Chief Oak Glen Battalion 3 Oak Glen Conservation Camp DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 9 2 Financial Resources The City of Palm Desert operates on a fiscal year ending on June 30. Budget preparation is the responsibility of the City Manager with assistance from the various department heads throughout the City. Revenue The City receives revenues from a variety of sources including taxes, licenses, permits, and charges for services. Sales tax and transient occupancy taxes combined represent approximately 58.3% of the revenues. The table below is a summary of the revenues that are attributable to the Fire Department. Palm Desert Fire Department Revenue Line Item FY 2017/2018 FY 2018/2019 FY 2019/2020 FY 2020/2021 Structural Fire Tax $5,909,280 $6,036,130 $6,250,113 $6,305,384 Prop A Fire Tax $2,237,916 $2,730,402 $2,314,419 $2,250,000 EMS Cost Recovery $2,121,193 $2,857,519 $2,275,000 Ladder Truck Reimbursement $1,188,743 $1,151,283 $174,349 $1,050,000 Miscellaneous Fees $84,019 $223,883 $192,712 $34,000 Total Fire Revenue $9,419,958 $12,262,891 $11,789,113 $11,914,384 General Fund Transfer $3,668,540 $2,300,000 $3,000,000 $3,800,000 Total Revenue $13,088,498 $14,562,891 $14,789,113 $15,714,384 FY 2020/2021 represent budgeted figures; all other fiscal years are actual revenues. The structural fire tax is assessed by Riverside County and the portion for the city is represented in this line item. Proposition A taxes were approved by the voters of the city in 1980 to improve fire prevention and protection services. This tax is $60 per dwelling unit with a varied commercial property tax. EMS cost recovery fees were instituted in later 2018 and is designed to recoup the costs of providing emergency medical services. This cost recovery is an insurance billing program and no resident is expected to pay any out of pocket costs. As a part of the fire protection system, the City of Palm Desert, City of Ranch Mirage, the City of Indian Wells share the cost of the ladder truck known as the Cove Communities. The reimbursement line item represents that portion of the cost recovery from the other two cities. Miscellaneous fees include permit fees and fireworks permits. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 10 Expenditures The following table is a summary of the operating expenditures for the Fire Department. Palm Desert Fire Department Expenditures Line Item FY 2017/2018 FY 2018/2019 FY 2019/2020 FY 2020/2021 CAL FIRE Cooperative Agreement $13,287,151 $13,505,359 $13,442,865 $15,120,000 Wittman Billing Services $109,765 $145,857 $133,000 Federal Quality Assurance Fee $122,904 $150,000 $182,000 Contingency Fund $19,208 $45,819 $10,861 $50,000 Other Expenditures $189,373 $172,629 $122,810 $202,500 Capital Vehicles/ Capital Projects $463,172 Total Expenditures $13,495,732 $13,956,477 $13,872,394 $16,150,672 As with the revenues, FY 2020/2021 is the budgeted amounts; all other fiscal years are actual expenditures. Wittman Billing Services are those fees associated with the collection of the EMS Cost Recovery program. The Federal Quality Assurance Fee is associated with Medi-Cal Transport that also has an expected increase in the FY 2021/2022 fiscal year. 3 Physical Resources and Staffing Service to the City of Palm Desert is provided from three (3) fire stations located in the city. There is also a Palm Desert ambulance (Medic 255) located at Station 55 in Indian Wells that services the Department. The following map illustrates the location of the fire stations. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 11 DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 12 The following tables illustrate the stations and staffing of the PDFD. Palm Desert Fire Department Station 33 44400 Towne Center Way Apparatus Space Three Drive Through Bays Assigned Apparatus Unit ID Year Description Type Minimum Staffing Engine 33 Type I Engine 3 Medic 33 Ambulance 2 Squad 33 Medical Unit Cross Staffed Truck 33 Aerial Ladder 4 Palm Desert Fire Department Station 67 73200 Mesa View Drive Apparatus Space Two Drive Through Bays Assigned Apparatus Unit ID Year Description Type Minimum Staffing Engine 67 Type I Engine 3 Medic 67 Ambulance 2 Palm Desert Fire Department Station 71 73995 Country Club Drive Apparatus Space Two Drive Through Bays Assigned Apparatus Unit ID Year Description Type Minimum Staffing Engine 71 Type I Engine 3 Medic 71 Ambulance 2 Medic Patrol Medical Unit 2 There is fourth ambulance, Medic 255, that is staffed and housed at Station 55 at 44900 El Dorado Drive in Indian Wells. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 13 4 Workload The Fire Department responds to emergency and non-emergency calls for service. The following table illustrates the activities of the Department grouped by the type of call or detail for calls responded to by the Fire Department. Calls for Service by Type 2018 2019 2020 Total Pct. Auto Accidents 626 626 511 1,763 4.6% Medical Calls 9,901 10,327 9,388 29,616 76.9% Total Medical and Auto Accidents 10,527 10,953 9,899 31,379 81.4% Alarm – Activation 63 76 55 194 0.5% Alarm - False 1,205 1,423 1,143 3,771 9.8% Other Type Fire 63 86 80 229 0.6% Structure Fire 98 90 118 306 0.8% Vegetation/Brush/Debris Fires 36 45 83 164 0.4% Vehicle Fire 47 56 45 148 0.4% All Fire Calls 1,512 1,776 1,524 4,812 12.5% Rescue Calls 26 74 57 157 0.4% All Rescue Calls 26 74 57 157 0.4% Hazardous Condition 25 21 18 64 0.2% Hazardous Materials 59 14 14 87 0.2% Standby Calls 91 108 91 290 0.8% Service Calls 609 557 572 1,738 4.5% Other Type of Calls 784 700 695 2,179 5.7% Total Calls for Service 12,849 13,503 12,175 38,527 100.0% Overall, medical calls represent approximately 76.9% of the call volume with auto accidents accounting for an additional 4.6% of the call volume. Fire alarms account for approximately 10% of the calls for service. Riverside County utilizes a nearest unit type of response system. Many cities and counties across the United States utilize this form of response to ensure a timely response to calls for service. The table that follows illustrates the calls for service for the Palm Desert units and the area they responded to for the past three (3) years. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 14 Palm Desert Calls for Service by Area 2018 2019 2020 Total Pct. City of Palm Desert 9,848 10,195 9,505 29,548 76.7% City of Indian Wells 291 251 182 724 1.9% City of LaQuinta 42 39 32 113 0.3% City of Rancho Mirage 2,088 2,265 1,720 6,073 15.8% City of Indio 84 61 72 217 0.6% Unincorporated Areas 380 533 469 1,382 3.6% Other Areas Outside Palm Desert 116 159 195 470 1.2% Total Calls for Service 12,849 13,503 12,175 38,527 100.0% As shown, Palm Desert responded to 23.3% of calls outside the City. The ladder truck is a shared resource between Palm Desert, Rancho Mirage, and Indian Wells which explains the higher calls for service into these areas as costs for this apparatus are shared. Neighboring communities also respond into Palm Desert as part of the closest unit response plan in the County. The table that follows illustrates the number of calls for service responded to by neighboring communities providing aid to Palm Desert for the past three (3) years. Calls for Service - Responses from Other Jurisdictions to Palm Desert 2018 2019 2020 Total Pct. City of Banning 5 2 1 8 0.0% City of Canyon Lake 0 0 2 2 0.0% City of Coachella 9 0 0 9 0.0% City of Desert Hot Springs 0 0 1 1 0.0% City of Indian Wells 1,083 1,226 1,236 3,545 9.2% City of Indio 22 37 15 74 0.2% City of LaQuinta 287 309 260 856 2.2% City of Menifee 0 1 2 3 0.0% City of Moreno Valley 5 0 4 9 0.0% City of Palm Desert 10,849 11,332 10,152 32,333 83.9% City of Rancho Mirage 309 315 274 898 2.3% City of San Jacinto 1 1 0.0% City of Temecula 0 3 0 3 0.0% Riverside County 280 278 227 785 2.0% Total Calls for Service 12,849 13,503 12,175 38,527 100.0% As shown, neighboring communities responded to 16.1% of calls for service in Palm Desert with Indian Wells and Rancho Mirage accounting for the majority of these responses. The following table displays the total number of calls for service handled by the Palm Desert Fire Department by each hour and day of the week for the past three years. Both DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 15 emergency and non-emergency calls were included to provide an overall view of the call demand on the fire protection system. Calls for Service by Hour and Weekday Hour Sun Mon Tue Wed Thu Fri Sat Total 12 am 304 242 262 215 231 244 320 1,818 1 am 263 254 186 209 208 215 251 1,586 2 am 237 214 212 148 148 169 211 1,339 3 am 222 168 227 172 161 195 190 1,335 4 am 202 162 178 199 221 190 208 1,360 5 am 245 303 221 237 192 248 245 1,691 6 am 276 324 281 335 283 291 252 2,042 7 am 373 465 416 448 426 420 412 2,960 8 am 428 585 542 616 533 532 468 3,704 9 am 545 618 683 655 622 681 586 4,390 10 am 559 753 703 690 683 674 608 4,670 11 am 562 679 748 682 699 696 617 4,683 12 pm 570 655 637 644 734 622 571 4,433 1 pm 535 608 648 640 660 633 649 4,373 2 pm 524 667 624 681 703 700 593 4,492 3 pm 513 688 661 652 629 590 557 4,290 4 pm 570 610 645 603 561 634 619 4,242 5 pm 498 632 581 623 610 538 584 4,066 6 pm 528 555 539 596 555 711 542 4,026 7 pm 543 581 510 588 548 583 552 3,905 8 pm 500 442 437 465 540 516 519 3,419 9 pm 400 395 371 382 405 442 445 2,840 10 pm 314 294 359 328 335 341 359 2,330 11 pm 338 287 276 240 273 364 275 2,053 Total 10,049 11,181 10,947 11,048 10,960 11,229 10,633 76,047 The call volume is heaviest during the middle part of the day from mid-morning to the early evening with every day of the week relatively even in terms of the number of calls. The calls for service varied by time of day and day of the week. The busiest hour of the day is 11 am with the slowest hour being 3 am. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 16 The following chart further illustrates the calls for service by hour of the day. As illustrated above, calls increase sharply at the 8 am hour peaking at 11 am hour and remain steady throughout the day. The calls begin to decline at the 8 pm hour and sharply decline at the 9 pm hour with 3 am being the slowest hour of the day. 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 12a 3a 6a 9a 12p 3p 6p 9p 2018 -2020 Calls by Time of Day DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 17 The following map illustrates the call demand using GIS technology to outline where the majority of the calls are occurring. As illustrated, the highest volume of calls is north of the central sections of the city. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 18 5 External Relationships Palm Desert is part of the Riverside County Fire Department response system. The County has contracted with CAL FIRE to provide a regional cooperative fire protection system that includes the unincorporated areas of the County as well as 20 other cities and a Community Services District. Immediately adjacent to Palm Desert are the cities of La Quinta, Rancho Mirage and Indio, which are also part of the County CAL FIRE response system. The County has implemented a closest unit response plan that ensures the closest unit is dispatched to emergencies, regardless of where the apparatus is housed. This ensures that Palm Desert will receive services in the timeliest manner possible by being part of this regional system. The Emergency Communications Center (ECC) also has tactical dispatch plans in place to automatically add resources if a first, second or third alarm assignment is designated. 6 Insurance Services Office The Insurance Services Office (ISO) surveys communities across the country to assign a public protection classification (PPC) grade. This grade is used as a tool to establish property insurance rates for an area. While this survey should not be used as a standalone plan for providing fire suppression services it does have some useful information for the fire protection system in general. It is important to note that emergency medical services and auto accidents are not part of this rating system and currently account for approximately 81% of calls for service in Palm Desert. In August 2018, the ISO performed a survey for the Cove Communities, which includes the City of Palm Desert. The survey reviews communications, water supply, the fire department and community risk reduction efforts. The results of this survey graded the City of Palm Desert as a Class 3 on a scale of 1 – 10 with 1 being the best possible rating. The table below illustrates the points available and the points earned during this latest survey. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 19 Insurance Services Survey Available Credit Earned Credit Emergency Communications 10.00 7.98 Fire Department 50.00 34.67 Water Supply 40.00 35.57 Community Risk Reduction 5.50 4.96 Total Credit 105.5 74.83 To put the public protection classification (PPC) for Palm Desert into perspective, the following charts illustrate the current PPC classifications in California and nationwide. The highlighted bar illustrates where Palm Desert fits in the State of California. There are 38 Class 1 departments and of the 890 departments shown, Palm Desert is in the top 47% of the state. 0 50 100 150 200 250 1 2 3 4 5 6 7 8 8B 9 10Number of Fire DepartmentsISO PPC Class ISO PPC Classifications California DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 20 Nationally, Palm Desert is in the top 15% of the 39,378 departments that have been assessed by the Insurance Services Office. Specific areas for improvement noted in the ISO survey included the following: • Emergency Communications - Adding wireless phase II Dynamic ALI functionality - Improving call processing times to meet NFPA 1221 - Developing emergency dispatch protocols that include questions and a decision support process to facilitate correct call categorization and prioritization. • Fire Department - Adding ladder trucks within 2 ½ miles of buildings 3 stories or higher - Improving the percentage of built upon areas with 1 ½ miles of first due engine companies and 2 ½ miles of first due ladder companies. - Increasing the number of on-duty firefighting personnel. - Increasing monthly structural fire training to 16 hours per month. - Having Company Officer trained to NFPA 1001 standards with 12 hours of continuing education annually. - Ensuring all driver operators receive 12 hours of continuing education in 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 1 2 3 4 5 6 7 8 8B 9 10Number of Fire DepartmentsISO PPC Class ISO PPC Classifications Nationwide DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 21 accordance with NFPA 1002 and 1451 annually. - Conducting annual inspections of all commercial, industrial, institutional and multi-family (5 or more dwellings) annually. • Water Supply - Conducting annual inspections and flow testing of fire hydrants. • Community Risk Reduction - Increasing the certification level of Fire Inspection personnel. In order to improve from a rating of 3 to a rating of 2 Palm Desert needs to gain 0.74 points on their next survey. The most cost-effective methods to achieve this result will be by the following, which will easily meet the needed points to receive a rating of 2. • Improving call processing times • Developing Dispatch protocols • Increasing firefighter structural, driver operator and company officer training • Increasing the certification level of Fire Inspectors • Conducting annual flow testing and inspections of fire hydrants It should be noted the flow testing and inspection of hydrants must be done in addition to the Fire Department improvements to maintain the balance between the Water Supply and Fire Department scores. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 22 3 Emergency Services System Dynamics In making decisions about an emergency services system, it is important for the leadership of Palm Desert to understand the science behind the location of resources, the deployment strategies of those resources, and the other parts necessary to form an effective fire protection and EMS system. For many years the Insurance Services Office (ISO) set a standard through their efforts with the Public Protection Classification system. This system is designed to limit the exposure of insurers to large losses and catastrophic events. There are now three major sources of information to which responders, local policymakers, and the public can refer when determining the most appropriate response objectives for their community: • Insurance Services Office (ISO) provides basic information regarding distances between fire stations. However, this “objective” does little to recognize the unique nature of every community’s road network, population, calls for service, call density, etc. • National Fire Protection Association (NFPA) promulgated a document entitled: “NFPA 1710: Objective for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.” This document (NFPA 1710) was published in 2001 and revised in 2016 and most recently in June 2019. This document has generated a great deal of dialogue and debate in the fire service. • Commission on Fire Accreditation International (CFAI) in its “Objectives of Coverage” manual places the responsibility for identifying “appropriate” response objectives on the locality. These objectives should be developed following a comprehensive exercise in which the risks and hazards in the community are compared to the likelihood of their occurrence and analysis of the response performance over the previous three (3) years. Nationally, a great deal of effort and research has been put into developing performance objectives for the delivery of fire and emergency medical services. This effort is critical for local governments making decisions about deployment and location of emergency DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 23 resources. The objectives promoted for Fire/Rescue and EMS providers have their basis derived from research that has been conducted in these two critical issues: • What is the key point in a fire’s “life” for gaining control of the blaze while minimizing the impact on the structure of origin and on those structures around it? • What is the impact of the passage of time on survivability for victims of cardiac arrest? The following sections provide more details on these critical decision points. 1 Emergency Medical Services One of the primary factors in the design of emergency medical systems is the ability to deliver basic CPR and defibrillation to victims of cardiac arrest. The graph below, demonstrates the survivability of cardiac patients as related to time from onset: This graph illustrates that the chances of survival of cardiac arrest diminish approximately 10% for each minute that passes before the initiation of CPR and/or defibrillation. These dynamics are the result of extensive studies of the survivability of patients suffering from cardiac arrest. While the demand for services in EMS is wide ranging, the survival rates for full arrests are often utilized as benchmarks for response time standards as they are more readily evaluated because of the ease in defining patient outcomes (a patient either survives or does not). This research results in the recommended objective of provision of basic life support within 4-minutes of notification and the provision of advanced life support within 8 minutes of notification. Considering the response time continuum, the response time goal for emergency services is to provide BLS within 6 minutes of the onset of the incident (including detection, dispatch DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 24 and travel time) and ALS within 10 minutes. This is often used as the foundation for a two-tier system where fire resources function as first responders with additional (ALS) assistance provided by responding ambulance units and personnel. Additionally, research has shown the impact and efficacy of rapid deployment of automatic defibrillators to cardiac arrests. This research – conducted in King County (WA), Houston (TX) and as part of the OPALS study in Ontario, Canada – shows that the AED can be the largest single contributor to the successful outcome of a cardiac arrest – particularly when accompanied by early delivery of CPR. It is also important to note that these medical research efforts have been focused on a small fraction of the emergency responses handled by typical EMS systems – non-cardiac events make up the large majority of EMS and total system responses and this research does not attempt to address the need for such rapid (and expensive) intervention on these events. 2 Fire Suppression Services The chart that follows, shows a typical “flashover” curve for interior structure fires. The point in time represented by the occurrence of “flashover” is critical because it defines when all the contents of a room become involved in the fire. This is also the point at which a fire typically shifts from “room and contents” to a “structure” fire – involving a wider area of the building and posing a potential risk to the structures surrounding the original location of the fire. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 25 Note that this illustration depicts a fire from the moment of inception – not from the moment that a fire is detected or reported. This demonstrates the importance of early detection and fast reporting as well as rapid dispatch of responding units. This also shows the critical need for a rapid initial response – by quickly initiating the attack on a fire, “flashover” can be averted. The points below describe the major changes that occur at a fire when “flashover” occurs: • It is the end of time for effective search and rescue in a room involved in the fire. It means the likely death of any person trapped in the room – either civilian or firefighter. • After this point in a fire is reached, portable extinguishers can no longer have a successful impact on controlling the blaze. Only larger handlines will have enough water supply to affect a fire after this point. • The fire has reached the end of the “growth” phase and has entered the fully developed phase. During this phase, every combustible object is subject to the full impact of the fire. • This also signals the changeover from “contents” to “structure” fire. This is also the beginning of collapse danger for the structure. Structural collapse begins to become a major risk at this point and reaches the highest point during the decay stage of the fire (after the fire has been extinguished). It should be noted that not every fire will reach flashover – and that not every fire will “wait” for the 8-minute mark to reach flashover. A quickly responding fire crew can do things to prevent or delay the occurrence of flashover. These options include: • Use of a master stream device, using a handline through a window, or other “fast attack” methodology. • Venting the room to allow hot gases to escape before they can cause the ignition of other materials in the room. • Not venting a room – under some circumstances this will actually stifle a fire and prevent flashover from occurring. Each of these techniques requires the rapid response of appropriately trained fire suppression resources that can safely initiate these actions. In the absence of automatic fire suppression systems, access to interior fires can again be limited by a safety requirement related to staffing levels. The Occupational Safety and Health Administration (OSHA) and related industry standards require the presence of at least 2- DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 26 firefighters on the exterior of a building before entry can be made to a structure in which the environment has been contaminated by a fire. In the absence of a threat to life demanding immediate rescue, interior fire suppression operations are limited to the extent a fire service delivery system can staff, to assuring a minimum of 4-people actively involved in firefighting operations. 3 Response Time Goals and Objectives Response time to an emergency or call for assistance has been broken down into measurable and non-measurable segments. The response time continuum begins when the state of normalcy changes to a recognizable emergency. The following chart outlines the cascade of events that occurs once an emergency starts or is recognized. Those highlighted points represent hard data or that which is quantitative versus soft data or that which is subjective and unknown. Response Time Continuum State of Normalcy Discovery of Emergency Reaction to Emergency Call Received by PSAP Call Processing Response Units Notified Turnout Time Units Responding Travel Time Units Arriving Mitigation Begins Mitigation Completed State of Normalcy Returns The highlighted points in the chart above represent three segments that can be used for evaluation; call processing, turnout time, and travel time. Each of these components represent a different point in the response time continuum and through their measurement and evaluation areas for improvement can be identified. Below are the definitions for the three components: DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 27 • Call Processing is the defined as beginning when the call taker answers the call and ends with the dispatching of appropriate emergency services. • Turnout Time is defined as beginning when the emergency service receives the call and is on the apparatus responding (wheels rolling) to the call. • Travel Time is defined as beginning when the apparatus and personnel begin the response (wheels rolling) and ends once on location of the emergency (wheels stopped). The National Fire Protection Association (NFPA), Center for Public Safety Excellence (CPSE), and the Insurance Services Office (ISO) offered reference points for communities to follow relative to fire service responses, however, only NFPA 1710 offers any specificity. It is important to note that the performance objectives (in terms of response times) provided in the NFPA 1710 document are derived from the basic research previously described. These include the following (all are taken from section 4.1.2.1 of NFPA 1710): • One minute four seconds (64 seconds) for the processing of an incoming emergency phone call, including the completion of the dispatching of fire response units. • “One minute twenty seconds (80 seconds) for turnout time for fire related incidents.” This is also called reflex time, reaction time, “out-the-chute” time, etc. This is the time that elapses between dispatch and when the units are actively responding. • “One minute (60 seconds) for turnout time for emergency medical incidents.” This is also called reflex time, reaction time, “out-the-chute” time, etc. This is the time that elapses between dispatch and when the units are actively responding. • “Four minutes (240 seconds) or less for the arrival of the first arriving engine company at a fire suppression incident and / or 8 minutes (480 seconds) or less for the deployment of a full first-alarm assignment at a fire suppression incident.” • “Four minutes (240 seconds) or less for the arrival of a unit with first responder or higher-level capability at an emergency medical incident.” • “Eight minutes (480 seconds) or less for the arrival of an advanced life support unit at an emergency medical incident, where this service is provided by the fire department.” • In section 4.1.2.4, NFPA 1710 goes on to state: “The fire department shall establish DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 28 a performance objective of not less than 90 percent for the achievement of each response time objective specified in 4.1.2.1” It is important to note the “and / or” found in the initial response objective statement. This indicates that a system would meet the intent of the standard if it can reasonably plan to deliver either the single unit, 4-minute travel time standard, the first alarm, 8- minute travel time standard, or both. It should also be noted that it is implied that the total time allotted is additive with each successive event. For example, a system which arrived on-scene in 6-minutes or less 90% of the time (from time of dispatch) would be in compliance – even if the turnout time was longer than a minute (though that should clearly be improved). It is also critical to note that these time objectives apply to emergency calls for service – there is nothing in NFPA 1710 (nor in any other objective) that suggests that communities cannot establish a differential response to calls for service determined to be non- emergency in nature. The Center for Public Safety Excellence had previously defined benchmark and baseline response times for each of the three components. Essentially the benchmark targets were set at NFPA Standard levels and baseline were 70% of the benchmark performance target. They have since determined they are not a standard making organization and decided to leave the establishment of response time standards to others. However, their body of work is significant and has been used by numerous communities across the country and is included here. The Center for Public Safety Excellence (CPSE) uses a population and density component to determine what the performance of the fire department should be to meet best practices and does not require a set number of personnel per piece of apparatus, but rather that an effective response force can be delivered to an emergency scene in a timely manner. The table below defines the population demographics as it relates to the delivery of emergency services. Demographic Risk Categories Risk Category Definition Urban An area with a population density greater than 1,000 people per square mile. Suburban Area An area with a population density of 500 - 1,000 people per square mile. Rural Area An area with a population density of less than 500 people per square mile. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 29 As illustrated above, for planning purposes, Palm Desert is considered urban in terms of its population density but has areas of the City that have suburban and rural population densities. The expression of response time has changed. In years past the measurement was expressed as an average of time. This essentially represents how the system or department is performing 50% of the time and is not a true reflection of how a department is performing. With the research that has been performed in developing performance standards and practices the use of fractal time has become the best practice in the measurement and presentation of response time components. Fractal response time measures how often (as a percent of calls) a department can perform within each response time component. The NFPA and CPSE use the 90th percentile as the standard to meet for benchmark and baseline criteria. The definitions for the criteria of each service area are defined in the table below. CPSE also gives a community a range of acceptable performance standards from “Baseline”, minimally accepted performance to “Benchmark”, fully compliant with best practices. CPSE allows communities to set response time performance standards based on population density and had previously set the following performance standards for urban, suburban and rural areas: Service Area / Population Density Response Travel Time Standards Urban: Population density of over 1,000 per square mile 1st Unit 2nd Unit 1st Alarm Balance Performance Benchmark 4 minutes 8 minutes 8 minutes 90% Baseline 5 minutes/12 seconds 10 minutes 24 seconds 10 minutes/24 seconds 90% Suburban: Population density between 500 and 1,000 per square mile Benchmark 5 minutes 8 minutes 10 minutes 90% Baseline 6 minutes/30 seconds 10 minutes/24 seconds 13 minutes 90% Rural: Population density of less than 500 per square mile Benchmark 10 minutes 14 minutes 14 minutes 90% Baseline 13 minutes 18 minutes/12 seconds 18 minutes/12 seconds 90% DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 30 4 Evaluation of Deployment and Performance This chapter compares and evaluates the deployment and performance of the Fire Department as it relates to the performance objectives outlined and described in the previous chapter. 1 Response Time 1. Performance Objectives Service levels for a fire protection system are usually measured using response time to calls for service. As noted previously this is due to the effects fires can have on property and to the delivery of emergency medical services. Gaps in the service levels are generally identified using performance objectives and these objectives should be monitored on a regular basis. Benchmark performance objectives are those that have been identified as nationally accepted best practice. Baseline performance objectives are minimally accepted practices typically established by adding 30% more time to the benchmark that in essence establishes a 70% performance objective 2. Response Time Data Response data for fiscal years 2018 - 2020 from the Computer Aided Dispatch system was analyzed to evaluate the response time components for the Fire Department. The project team uses the following mechanism to analyze the response time data. Only qualified data is used to calculate response time and any related components. To be considered the data must meet the following criteria: • The incident must have been unique • The incident must have involved at least one fire department unit being dispatched to the call. • Calls that are missing data are not used in the computations for call processing, turnout time, travel time, or call duration. • Any call with usually long times or times sorted incorrectly (arrived before dispatch time) were removed. • Non-emergency responses are removed, only emergency responses are included. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 31 After filtering the data using the methodology outlined above, the remaining incidents represent the response time for calls for service handled by the Fire Department. 2 Call Processing Call processing is a component of the overall response time to a call for service. The data collected and used for the tables below came from the Dispatch Center computer aided dispatch (CAD) records. The CAD data provided did contain data of when the call was received and when units were dispatched but over 95% of the incidents showed these two times as being identical, which makes the data unreliable and the analysis of call processing time impossible. As noted previously, the ISO report also indicated an issue with call processing time and improving the capture and reporting of this information will result in a higher score in the communication section during the next ISO survey. Recommendations: Work with the dispatch center (ECC) to establish a goal of dispatching emergency fire and EMS calls for service within 1 minute 90% of the time. Develop a system to monitor and report the performance of the ECC in dispatching emergency calls. This should occur at least quarterly. 3 Turnout Time Turnout time is a measurable time segment that begins when the emergency service receives the call and is on the apparatus responding (wheels rolling) to the call. NFPA 1710: Objective for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments in section 4.1.2.1.1 provides the following performance objectives for turnout time: • “One minute twenty seconds (80 seconds) for turnout time for fire and special operations apparatus.” • “One minute (60 seconds) for turnout time for emergency medical services apparatus.” DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 32 The table below illustrates the performance of the Palm Desert Fire Department for turnout time against benchmark performance standards for fire and EMS apparatus. It is important to note that due to the issue with capturing call processing times, this element may be included in the turnout time performance which will result in longer turnout times being reported as compared to actual turnout time performance. For example is call processing times were 1:00 minute 90% of the time, turnout time performance in 2020 would be in line with best practices for EMS calls and about 1 minute 10 seconds longer than industry standards for fire calls when measured at the 90th percentile. Turnout Time System Performance 2018 2019 2020 EMS Calls 90% Fractal: 2:31 2:27 2:19 Average: 1:27 1:23 1:20 Fire Related Calls 90% Fractal: 2:46 2:49 3:33 Average: 1:45 1:49 1:59 As illustrated above, the overall turnout time performance has remained fairly consistent over the previous three (3) years, but performance is below industry standards. The times are shown in two formats, the average and the 90th fractal time. The average response time is an average of the turnout time for the calls evaluated. The benchmark time shown is a measurement using a 90% fractal time and represents the goal or industry best practice. There have been numerous national discussions about the measurement of turnout time as it relates to the benchmark times shown above. These discussions have centered around the ability of the personnel to safely disengage from non-emergency tasks and move to an emergency response. Adding to the discussion is the design of a fire station, ease of accessing the apparatus and the time of day. While the discussion continues about this measurement, There are several factors that will influence the turnout time for apparatus that includes the station layout. Other factors include detour to restroom, policy for signaling enroute, opening the bay doors, policy for gathering response information, and the personal protective gear that must be donned. In any case, formally establishing these performance objectives provides direction to the employees and establishes the expectations of their performance. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 33 Recording the time a unit begins its response is a function of the dispatch center and the dispatcher handling the call. Improvement to the turnout time component can take several forms. Some departments have installed timers in the station at the apparatus bay doors that indicate the amount of time that has elapsed since the dispatch was received. This allows the crews to instantly see their turnout time performance and according to some departments has helped to improve their turnout time. Many departments have also encouraged and required the on-duty crews to place their gear at or on the apparatus instead of leaving it in the locker or other location within the station. Other remedies include the posting of turnout time by station and by shift. This allows the company officer to see the results and work to improve the turnout time of his or her units. Some departments have instituted a process to hold the company officer accountable for excessively long turnout times by creating a written report as to why the turnout time was excessive. This could be established using the current baseline turnout time as a trigger point to generate a time variance report. Another option is to establish a standard operating procedure as to when a unit is to place themselves enroute. For example, one shift will place themselves enroute from the living quarters while another shift will place themselves enroute once they are on the truck. Still yet, another shift may wait until they have cleared the bay doors, all of which will vary the reported turnout time and possibly skew the data related to actual performance. Establishing a procedure will improve the accuracy of the data. Recommendations: Establish a program to improve the turnout time for fire apparatus to achieve the benchmark time of 1 minute and 20 seconds for 90% of the calls. Create a reporting mechanism for excessive turnout times to allow for evaluation on the cause in turnout time delays. Develop a mechanism to monitor and report the turnout time performance against the established benchmark objectives at least annually to the City and elected officials. 4 Distribution of Resources Distribution is the measure of getting initial resources to an emergency to begin mitigation efforts. This is measured in a variety of ways including percentage of square DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 34 miles, percentage of road miles and travel time. The Insurance Services Office (ISO) has used road miles for many years. With the advent of GIS technology and improved computer aided dispatch (CAD) systems, the use of actual travel time is another, more accurate measure for the distribution of resources. Travel time is a measurable time segment that begins when the apparatus and personnel begin the response (wheels rolling) and ends once on location of the emergency (wheels stopped). NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments in section 4.1.2.1.1 provides the following performance objectives for travel time of the first arriving unit for an urban setting: • “Four minutes (240 seconds) or less for the arrival of the first arriving engine company at a fire suppression incident.” • “Four minutes (240 seconds) or less for the arrival of a unit with first responder or higher-level capability at an emergency medical incident.” The performance measures shown above are benchmark travel times. These times represent the industry best practices. The baseline performance measure is generally defined as the travel time the fire department is currently achieving and is acceptable to the community. The gross population density for Palm Desert is approximately 1,986 people per square mile of land area in the City. Based on this data the urban travel time performance objectives will be used. The table below illustrates the travel time for the initial arriving unit for the Fire Department on Fire and EMS emergency calls in the City of Palm of Desert for 2018 – 2020. Palm Desert FD Travel Time System Performance 2018 2019 2020 Fire Apparatus 90% Fractal: 8:02 8:16 8:25 Average: 5:37 5:22 5:47 As shown above, the overall travel times have increased each year over the three years of data analyzed. This trend needs to be continually examined by the City to determine when additional resources are needed to achieve acceptable travel times. One factor contributing to this is concurrent calls, which causes engine companies to respond to calls outside their assigned area. The times above are shown in two formats, the average DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 35 and the 90th fractal time. The average response time is an average of the travel time for the calls evaluated. The benchmark time shown is a measurement using a 90% fractal time. Unlike call processing and turnout times, travel times are not controllable as a number of factors will impact travel time performance including weather conditions, traffic congestion and distance of the call from the location the apparatus are responding from. As illustrated in the previous table, the Fire Department is not able achieve to achieve benchmark travel time standards in terms of initial travel times to emergencies, based on NFPA 1710 standards. This is typical of most suburban fire departments in the United States. For this reason, the Center for Public Safety Excellence (CPSE) established the baseline or acceptable performance standards that are 70% of NFPA 1710 benchmark levels. CPSE also allows a City to vary performance standards based on population density, where rural areas have a longer response time than urban areas. In Palm Desert this would mean areas with a population density over 2,000 per square mile should have a target of 5:12, areas with a population between 1,000 and 1,999 per square mile would have a target of 6:30 and areas with a population below 1,000 a target of 13:00 for travel time. It is important to note that the regional response system used by Riverside County has a goal of 4 minutes for travel time performance. The following map illustrates the population density of the City: DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 36 Based on the population density in the City, the project team recommends setting travel time performance objectives of 5:12 for Engines 71 and 33 and, 6:30 for Engine 67 within their respective response areas. Establishing a travel time baseline standard for emergency fire and EMS calls will provide the City with a mechanism to evaluate changes made to the fire protection system in terms of resource availability or additional resources that may be provided. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 37 Recommendations: Formally establish a baseline performance travel time standard based on population density at the 90th percentile. Continue to monitor new development, roadway networks, and population densities to adjust the travel time performance objectives accordingly. Develop a mechanism to monitor and report the travel time performance against the established objectives at least annually. 5 Contributing Factors to Deployment Within the concepts used in the distribution of resources, there are other factors that may influence the responses to call for service. 1. Concurrent Calls for Service It is not uncommon for a fire protection system to have multiple requests for service occurring simultaneously. The larger the system the more frequently this will occur. With the appropriate resources this can be handled efficiently. The table below illustrates the concurrent calls for the fire protection and EMS system where Palm Desert apparatus were involved in an emergency response for the past three years. Concurrent Calls for Service Calls 2018 2019 2020 Total % 1 6,720 6,799 6,223 19,377 60.3% 2 3,208 3,467 3,081 8,022 29.8% 3 871 992 827 1,708 8.2% 4 146 196 161 276 1.5% 5 16 28 18 58 0.2% 6+ 2 1 1 57 0.01% Total 10,963 11,483 10,311 32,757 100% As shown, approximately 60% of the time there is one call occurring, about 30% of the time there are at least two calls occurring at the same time and 10% 3 or more calls occurring simultaneously. It is important to keep in mind that often calls will require multiple apparatus so when three or more calls are occurring, it is likely that the response system in Palm Desert is strained. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 38 2. Unit Hour Utilization Unit hour utilization is calculated by taking the total hours the unit is committed to an incident divided by the total available hours. Expressed as a percentage, it identifies the amount of time the unit is committed but more importantly the amount of time the unit is available. Within the framework of the 80th and 90th percentile performance standards the amount of available time can have an impact in meeting that standard. If utilization rates are too high the units are often unavailable for immediate response. The following table illustrates the unit hour utilization for the past five years. Unit Hour Utilization Unit 2018 2019 2020 Duration Pct. of Time Avg. Duration Pct. of Time Avg. Duration Pct. of Time Avg. Medic 71 2052:25:22 23.4% 39:52 2570:59:33 29.3% 42:59 2324:38:52 26.5% 42:24 Medic 33 1733:02:01 19.8% 41:25 1882:53:15 21.5% 42:07 1735:21:04 19.8% 42:15 Engine 71 1508:59:15 17.2% 18:33 1508:04:20 17.2% 17:58 1315:06:21 15.0% 18:08 Engine 33 945:56:48 10.8% 17:52 1038:46:12 11.9% 18:10 1214:08:10 13.9% 23:59 Medic 67 839:58:36 9.6% 42:34 844:43:21 9.6% 42:04 747:22:39 8.5% 44:53 Truck 33 455:33:13 5.2% 15:19 448:24:55 5.1% 15:17 434:10:06 5.0% 16:10 Engine 67 447:55:00 5.1% 21:12 490:43:18 5.6% 21:03 429:02:43 4.9% 21:27 Medic 71 is the busiest in terms of committed time, being committed to emergency calls over 25% of the time the past two years. Medic 33 and Engine 71 also have high utilization rates as they are near 20% utilization. Engine 33 has seen a steady increase in utilization over the past three years and is nearing 15% utilization. As a general rule, the unit hour utilization is not an issue until it begins to reach 20% as travel times begin to be impacted by units having to respond out of their district to cover for the highly committed apparatus. The unit hour utilization has been increasing over the three-year period in the City, with two apparatus having utilization rates exceeding 20%. The City should continue to tract this as the population and call demand increases in the City as additional units or stations will be required to handle these response demands. The next table illustrates the total incident responses by unit over the past three years. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 39 Total Responses by Unit 2018 2019 2020 Engine 71 4,884 5,042 4,353 Medic 71 3,092 3,591 3,293 Engine 33 3,179 3,435 3,041 Medic 33 2,512 2,683 2,466 Truck 33 1,784 1,760 1,612 Engine 67 1,272 1,401 1,200 Medic 67 1,186 1,206 1,000 Medic 255 1,093 769 622 As illustrated, Engine 71 has the most total responses each year. The utilization rates for the medic units are higher due to longer average call duration as these units are required to transport patients to the hospital and disinfect the unit prior to returning to service. 3. Community Growth Changes in the demographics and growth in the in City will affect the services provided by the Fire Department. While these changes occur slowly over time, they do impact the delivery of services in subtle ways. In November 2016, the City of Palm Desert produced a General Plan that addressed a variety of topics including potential growth, land use, economic development, and environmental hazards. This document outlined community development and potential land use for the City and the areas within the sphere of influence. The plan discussed the population growth between 1980 and 2000 where the population doubled every 3.5 years. The population in 2010 was 48,445 and in 2020 increased to 52,806. According to the housing profile the population is expected to grow to 56,408 by 2025 with an annual growth rate of 1.33% in the City. Based on the Housing Profile and 2020 US Census Bureau population data, Palm Desert is expected to experience an average growth of 1.33% in the coming years. Using the average growth of 1.33%, the City is expected to grow to 69,243 by the year 2040. The following chart illustrates the projected growth for the City to the year 2040. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 40 In as much as these growth projections are based on the best available projections, new developments with high densities in the northern sections of the City and in their sphere of influence will impact the timing of these projections. For the fire and EMS system, the call volume has remained fairly steady over the past three years. Overall calls have decreased 5.3% during the period while calls in the City of Palm Desert have decreased 3.5%. Using the projected growth and population impact on calls for service, the following table illustrates the projected call volume in five-year increments to the year 2040. Palm Desert Fire Department Projected Call Volume 2025 2030 2035 2040 Number of Calls 13,028 13,942 14,919 15,965 The following table illustrates the projected call volume for unit in five-year increments to the year 2040. Company Projected Calls 2025 2030 2035 2040 Engine 71 4,658 4,985 5,334 5,708 Medic 71 3,524 3,771 4,035 4,318 Engine 33 3,254 3,482 3,726 3,988 Medic 33 2,639 2,824 3,022 3,234 Truck 33 1,725 1,846 1,975 2,114 Engine 67 1,284 1,374 1,470 1,574 Medic 67 1,070 1,145 1,225 1,311 Medic 255 666 712 762 816 0 10000 20000 30000 40000 50000 60000 70000 80000 1970 1980 1990 2000 2010 2015 2020 2030 2040 Population Estimates DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 41 Using the current average call duration of approximately 22 minutes for engine companies and 43 minutes for medic units, Engine 71 would reach a unit hour utilization rate of approximately 19.1% by the year 2025 and 20.5% by 2030. Medic 71 will have a utilization rate of 28.6% in 2025 and 30.1% in 2030. Medic 33 will have estimated utilization rates of 21.4% in 2025 and 22.9% in 2030. This puts three units into the area where additional resources should be considered. Due to these facts considering a 4th station is a definite issue in Palm Desert. The next section examines the impacts of various locations for a 4th station and how travel time expectations and call response figures will change. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 42 5 Analysis of 4th Station Impact The City is interested in understanding the potential locations for the 4th station, which included several sites with possible sharing of resources and costs with Riverside County due to the future development of a new arena in the unincorporated county area just north of the City. There are three (3) major drivers to why now is the correct time for the City of Palm Desert to begin planning for and construct a 4th fire station. • Unit utilization rates are high, with several units expected to be at or over 20% utilization in the next five years. This will negatively impact response reliability and travel times as units from outside the primary response area must be called to handle concurrent calls. • 38% of the time, there are up to three (3) calls occurring simultaneously. This causes resources to have to travel outside their first-due area to support committed units. • Travel times have increased in each of the previous three (3) years and are currently 8:25 when measured at the 90th percentile. This is above both benchmark and baseline performance nationally recognized performance standards and the 4:00 performance target of Riverside County. • While the arena will have a slight impact on call volume, it will not drive the need for a new station. The current situation of high unit hour utilization and call concurrence requires a 4th fire station at this time to effectively respond to service demands. The maps that follow illustrate a 4-minute and a 5 minute 30 second travel time for both a new station and if Station 71 was relocated and constructed to house additional apparatus to reduce the high utilization rates for apparatus currently at Station 71. It is also important that any changes also examine drive times to the Station 33 response area. The following table illustrates the number of calls each station would respond to in the primary response area using a 4-minute travel time standard based on 2020 incident counts. This count does not include times when the stations would respond to assist on DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 43 high priority incidents or to assist when stations 71 or 33 are committed to another incident and require the assistance of a neighboring station to mitigate the emergency. Proposed Station Primary Response Estimated Call Demand Station Annual 1st Due Calls Gerald Ford Dr / N of Frank Sinatra Dr 1,210 The following map illustrates the impact of a new 4th station at the original proposed site of Gerald Ford Drive slightly north of Frank Sinatra Drive. This site would also serve the Cal State University Campus that is currently expanding the student population. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 44 As shown this site provides excellent coverage to the northern portions of the City and reduce the current workload of Station 71. GIS estimates indicate this site would be the initial response unit to 1,210 calls based on 2020 response data. It is important to note that it will also be the primary unit during concurrent calls in the Station 71 response area. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 45 The next maps illustrate both constructing a new larger station 71 or locating the 4th station on the proposed Station 71 site located at the intersection of Portola Avenue and Frank Sinatra Drive. As shown this site provides excellent coverage to the northern portions of the City, but there is a gap in coverage in the areas between stations 33 and 71 if the current station 71 site were eliminated. This site would be the initial response unit to the calls for service DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 46 currently handled by Station 71. It is also important to note that it will also be the primary unit during concurrent calls in the Station 33 response area and response times would be longer than the first option shown. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 47 As shown above continuing to use the existing station 71 and constructing a fourth station in the area of Portola Ave. and Frank Sinatra Drive provides excellent coverage to the northern areas and closes the gap to station 33. GIS estimates indicate this site would be the initial response unit to 1,033 calls based on 2020 response data. It is important to note that it will also be the primary unit during concurrent calls in the Station 71 response area. The next maps illustrate both constructing a new larger station 71 or locating the 4th station on the second proposed Station 71 site located at the intersection of Frank Sinatra Drive and College Drive. DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 48 As shown this site provides good coverage to the northern portions of the City, but to a lesser degree than the other two station location options. There is also a larger gap in coverage in the areas between stations 33 and 71 for this option. This site would be the initial response unit to the calls for service currently handled by Station 71. It is also important to note that it will also be the primary unit during concurrent calls in the DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 49 Station 33 response area and response times would be longer than the first two options illustrated. As shown above continuing to use the existing station 71 and constructing a fourth station in the area of Frank Sinatra Drive and College Avenue provides good coverage to DRAFT Fire Service Delivery Study PALM DESERT, CALIFORNIA Matrix Consulting Group Page 50 the northern portion of the City, but does not have coverage as good as the previous options of using the existing station 71 and constructing a 4th station. GIS estimates indicate this site would be the initial response unit to 906 calls based on 2020 response data. It is important to note that it will also be the primary unit during concurrent calls in the Station 71 response area. After analysis of the three (3) proposed options, the project team recommends the City immediately begin planning for and constructing a new 4th station at the site located at the intersection of Gerald Ford Drive just north of Frank Sinatra Drive. This site will both provide immediate relief of the unit hour utilization of station 71 and effectively cover the planned growth in the unincorporated areas just north of the City, maximizing the cost sharing possibilities with the County. If at a later date the City were to annex land in the unincorporated area, this station would also effectively serve the newly annexed area. The planning should include this station being capable of housing an engine company and Medic unit initially with space available for a ladder truck in the future. The current personnel staffing the squad at Station 71 would be relocated to the new station and staff the engine company. Additional personnel would be required to staff the Medic unit. The costs for the personnel to staff the Medic unit would include two (2) Firefighter II/Paramedics per shift plus one (1) relief position. According to the current agreement this would cost the City an additional $599,879 annually to staff the 4th station. Recommendations: The City should continue to utilize the existing station 71 site and begin planning for and construct a 4th station to improve services. The project team recommends that the City begin planning for and construct a 4th station at the intersection of Gerald Ford Drive just north of Frank Sinatra Drive as soon as can be accomplished. If the site located at Gerald Ford Drive just north of Frank Sinatra Drive is not available, the City should alternately begin planning for and construct a 4th station at the intersection of Portola Avenue and Frank Sinatra Drive. CITY OF PALM DESERT PUBLIC WORKS DEPARTMENT INTEROFFICE MEMORANDUM To: Andy Firestine, Assistant City Manager From: Randy Bowman, Deputy Director of Public Works Bassam AL-Beitawi, Transportation Planner Date: February 3, 2022 Subject: School Speed Zone operations Caltrans has published a guidance manual for local agencies entitled “California Manual for Setting Speed Limits”. The specific purpose of this manual is to set forth a uniform procedure for setting speed limits in California. This manual provides information on applying various sections of the California Vehicle Code (CVC), determining the need for an Engineering and Traffic Survey (E&TS), describes the elements and data needed for the E&TS, determining the appropriate speed limit for any California street or highway, and includes procedures for documenting the final outcome with the court system and law enforcement agencies. Caltrans last updated the manual in 2020. Section 2.4 of the California Manual for Setting Speed Limits addresses how School Speed Zones are established and operated. I have included relevant excerpts from this section for the purpose of addressing questions from the Public Safety Commission concerning the operation of School Speed Zones. To access the full document, go to: https://dot.ca.gov/-/media/dot-media/programs/safety-programs/documents/2020-california- manual-for-setting-speed-limits-a11y.pdf. A local authority may determine upon the basis of an Engineering & Traffic Survey (“E&TS”) that the prima facie speed limit of 25 miles per hour established by CVC Section 22352 is not reasonable or safe. The local authority may, by ordinance or resolution, determine and declare a prima facie speed limit of 20 or 15 miles per hour, as justified by the survey. Such ordinance or resolution shall not be effective until the erection of appropriate signs giving notice of the speed limit upon the highway and, in the case of a state highway, until the ordinance is approved by Caltrans and the installation of appropriate signs. Generally, the speed limit indicated on the school sign assembly is in effect only while children are going to or leaving the school either during school hours or during the noon recess period. The intervals of operation of any flashing beacons on the school zone speed limit assembly may be extended or revised for school events as mutually agreed upon by the school district and the entity responsible for the flashing beacons’ operation. In this case, the flashing beacons should only be operated when there is an increase in vehicular activity and pedestrian traffic in and around the roadway associated with the school event. San Pablo Phase 2 Change Orders 7 through 12 Page 2 of 2 The “WHEN FLASHING” and specific time period messages shall not be used in school areas in California, as they are not supported by CVC 22352. Hence, the Specific Time Period Plaque (S4-1P), “WHEN FLASHING” (S4-4P) and “SCHOOL SPEED LIMIT 20 WHEN FLASHING” (S5-1) signs shall not be used in California. The “WHEN FLASHING” and specific time period messages are misleading because they suggest that the speed limit is applicable only when the flashing beacons are in operation or during the specified time period. The prima facie speed limit of 25 mph is in effect based on the presence of children per CVC 22352, not on the flashing beacons’ operation or during a specific time period. The non-use of “WHEN FLASHING” message also addresses the situation when children are present but the flashing beacons are inoperative for any reason. The absence of “WHEN FLASHING” message does not alter the warrants, use, or effectiveness of a flashing yellow beacon. The City maintains and operates fifteen school zone speed limit signs supporting roadway safety for eight schools, including: • Reagan Elementary • Carter Elementary • Lincoln Elementary • Sacred Heart • Palm Desert High School • Washington Charter • Gerald Ford Elementary • Gerald Ford Elementary • Paige Middle School Each year, Palm Desert traffic operations and maintenance staff coordinates with the various schools regarding the schedule of operations for the school zone speed limit signs.