2A Work Session 2008 1013 - Laserfiche WebLink

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• During the planning sessions the various groups were asked to first try and identify current issues/challenges facing the department. Along with the most current issues each group was tasked with forecasting major issues/challenges that the department could be encountering during the next three years. The lists that each group developed had common items. Once the items were prioritized, the list was condensed into the following categories in order of importance as determined by the group: . Staffing / Personnel . Finance . Leadership / Supervision / Mentoring Program / Succession Planning . Impacting Crime Rate . Internal / External Communication . Developing & Maintaining Community Partnerships . Technology/ Interoperability Radio Service . Infrastructure / Facility Enhancement The current staffing level for the sworn personnel is 94 positions and the non -sworn is 47 positions. The staffing level for the sworn employees has varied over the past 20 years based largely on the economic state of the City. For the majority of the time staffing has been at 90-94; however, we have experienced periods where we have been in the 82-88 sworn range. Since 2000 we have averaged 7-10 sworn positions lost to training time (FTO program & academy) and injuries (both on and off duty) in the staffing. During the lowest periods of sworn personnel, from 1993-1995, we had our highest number of Part 1 Crimes. The rise in Part 1 Crimes during that time period increased by approximately 1,000 crimes a year for the three year period. The non -sworn staffing levels have decreased during the past 20 years by approximately 9 positions. We have lost one Records Clerk, one Administrative Specialist -Police, one Crime 10 Analyst, two support staff assigned to CID and Administration, one Warrant Clerk, one Data Entry Clerk, one Accident Investigator, and one Crime Prevention position. The most noticeable impact on the community is the closing of the Records Counter to the public in the evening and for most of the weekend. Throughout the various staffing levels and shortages in both the sworn and non -sworn ranks, it has remained the philosophy of the department that we remain a full service agency. By adhering to this philosophy the department continues to respond to calls and provide services that most other agencies have either eliminated or greatly reduced. Some examples of those services provided are responding to private property auto collisions, alarm calls, and "cold" property crimes. The administration (s) have tried to stay with the policy that if a citizen calls for an officer, then we will send one. The beat structure for the Patrol Division has not changed during the past 20 years. The Patrol Division staffs seven beats, and then sector units when the beats are fully staffed. We have one officer assigned 40 hours a week at Bayfair Center and two full time bicycle officers. The staffing of the Tactical Unit has fluctuated during this time period, based on the overall departmental staffing. The TAC Unit was developed to support the Patrol Division, to initiate proactive enforcement related to specific crime trends, and to immediately respond and follow-up on crimes in progress. The TAC Unit has been staffed as high as six officers and a sergeant, providing more coverage throughout the entire week. At times the TAC Unit has been eliminated to address shortages within the Patrol Division. The unit is currently not staffed because of voids in the Patrol Division. This division also has three full-time SRO's (School Resource Officers), two assigned to San Leandro High School and one assigned to the feeder schools. The SRO positions have developed during the past 20 years as the number of calls for service at the schools has increased. These officers conduct all of the follow-up investigations involving the students at each of the schools.