Plans for District Police Department >> 2015 - 2016 District Police Department District Program Review

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2015 - 2016 District Police Department District Program Review
Keith Wurtz
Keith Wurtz

Version: 18
Group: 2015 - 2016
Type: District Program Review
Last Modified On: 1/29/2016 10:07:03 AM
Last Modified By: Keith Wurtz
State: Submitted (Finalized)
State By: Keith Wurtz

Instructions

1. Mission

  1. Assume the reader knows nothing about your unit. Please describe concisely its mission.

The SBCCD Police Department, in concert with the Board of Trustees, is committed to providing a safe and secure learning environment for all students and employees. This will be accomplished through a cooperative and coordinated effort involving all departments and the SBCCD employees, law enforcement agencies and the community. 

2. Description

  1. Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.
    1. Purpose
    2. Functions or services
    3. Clientele(s)
    4. Value of your services to the clientele(s), the Colleges, and the District
    5. Organizational structure and number of personnel by function
    6. Annual budget by object code for the last three years
    7. Hours of operation, location, and other pertinent service characteristics
    8. Significant changes, if any, since the last program review

i. Purpose

The purpose of the police department is to provide and maintain a safe learning/working environment for all students and staff.

ii. Functions or Services

Provide professional twenty-four hour protection which includes patrolling the CHC/Valley campus and all District facilities. During peak hours we provide foot, vehicle and golf-cart patrols for the District.  We respond to, and investigate, criminal activity and calls for service.  We participate in crime prevention programs, enforce parking and all traffic violations, and maintain criminal statistics.  

iii. Clientele(s)

We serve the entire District community, and visitors to all District facilities. 

iv. Value of your services to the clientele(s), the Colleges, and the District

We provide a safe working and learning environment. 

v. Current Organizational structure and number of personnel by function
 

1 - Chief of Police

2 - Sergeants

4 - Police Officers

11 - Security Officers

1 - Dispatch Clerk

1 - Administrative Secretary

vi. Annual budget by object code for the last three years
 

The annual budget by object code is attached.

vii. Hours of operation, location, and other pertinent service characteristics
 

SBCCD Police Department operates 24 hours a day, 7 days a week.  We are located in the Campus Center, Room 100, at Valley College, and in the LADM Building, Room 153, at Crafton Hills College.  Office hours are 8am-5pm, Monday through Friday.    

viii. Significant changes, if any, since the last program review
 

Department is still below appropiate staffing levels and is in need of:

Lieutenant 

2 Police Officers

3. Outcomes and Other Measures of Effectiveness

  1. Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)
  2. Include at least one baseline measure or measure of progress on a well-defined outcome.
  3. Include at least one measure showing effectiveness in responding to the Colleges’ needs.
  4. For each measure, identify the assessment method you used.
  5. Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.

1. Protection of the students and staff.

  • Measure of effectiveness - The number of crimes reported
  • Results over time - 
  • Assessment method - Monitor the weekly crime rate. Target is to reduce the number of crimes reported per week.
  • Any trends - 

2. Protection of property and parked vehicles.

  • Measure - The number of vandalisms and thefts reported
  • Assessment method - Monitor the weekly vandalism and theft rate. Target is to reduce the number of thefts and vandalism reported per week.

3. Information disseminated to students and staff.

  •  Measure - Program Review Survey
  •  Assessment Method - Monitor satisfaction rating. Target is to improve satisfaction rating on next year's Program Review Survey.

4. External Opportunities and Challenges

  1. Describe any external opportunities that might lead to unit improvement over the next three to five years.
  2. Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

A.

1.  Availability of State and Federal grants

B.

1.  State budget

2.  Funding cutback

5. Analysis and Evaluation

  1. Analyze the implications of the assessment results and external factors for your unit.
  2. In light of your analysis, what are your unit’s main strengths?
  3. In light of your analysis, what are your unit’s main weaknesses?

a.


According to the program review survey, 98% of those who responded were satisfied or very satisfied with their safety on campus. Maintaining the safety of the students, District employees and any others depends on reducing the number of crimes reported. Accurate reporting of crimes and dissemination of information will ensure that everyone is informed.  

b.

1. Willingness of police/security personnel to provide safe campuses with minimal resources.

2. Well trained police department has been a part of the California POST program since 2008.

3. Accommodating to student and staff needs.

4. Accessibility of police web-site containing safety and alert information.

c.

1. Lack of staff/resources.

2. Attracting qualified personnel. 

6. Three-to-Five Year Vision

  1. Describe your unit as you would like it to be three to five years from now.

1. Salary increase for police officers. Currently, our sworn personnel's compensation is below average; which has hindered recruiting efforts to fill vacancies.

2. Fill vacancies to provide a comfortable level of police officer services for the students and staff.

3. Replacement of old equipment-police vehicles; carts, communications system.

7. Impact on the Colleges and the District

  1. Describe the most significant relationships with other District operations and College operations.
    1. What major impact does your unit have on them?
    2. .What major impact do they have on your unit?
  2. How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

a.  

Human Resources 

         i. Police Department's major impact on Human Resources:

  • Background investigations
  • Delivery and receipt of confidential personnel reports
  • Security services

         ii. Human Resources's major impact on Police Department:

  • Facilitates the recruitment, hiring, discipline and termination process 

 

Student Services

          i. Police Department's major impact on Student Services:

  • Reporting of student behavior and security services

b. 

It is a policy of the Board of Trustees for the San Bernardino Community College District to protect members of the entire college community and the property of the District. In accordance with this policy, the District maintains a Police Department 24 hours a day, 7 days a week. The officers are sworn and duly Commissioned Police Officers of the State of California as defined in section 830.32 of the Penal Code and 72330 of the California Education Code and authority extends to anywhere within the state.

 


 

8. Other Pertinent Information

  1. Include here any other information you regard as necessary for a full understanding of your unit.

District police officers are sworn and duly Commissioned Police Officers of the State of California as defined in section 830.32 of the Penal Code and 72330 of the California Education Code and authority extends to anywhere within the state. Officers are mandated to participate in on-going professional training to maintain proficiency and comply with the California State standards. The police employees in our unit have undergone an extensive professional background investigation required by the State of California Peace Officers Standards and Training Commission.  Campus Security Officers receive mandated 24 hour state training in campus enforcement.

9. Goals, Objectives, Action Plans, and Resource Requests

  1. Goals (with priority rank) over the next three years
  2. Objectives (with priority rank) under each Goal
  3. Principal Activities under each Objective, if available
  4. Timeline for completion of each Activity or Objective
  5. Person responsible for ensuring completion of each Activity or Objective
  6. Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:
    1. Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each
    2. Identification of associated Goals or Objectives
    3. Type of Resource
      1. Expenditure Category
      2. One-time/Ongoing
    4. Estimated annual cost (or savings) for the next three years
  • 1 - Goal - Salary Increase for Police Officers
    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Salary increase for police officers; in an effort to attract qualified personnel to fill vacancies. This will lower our overtime cost.
      Priority Rank:
      1
      Start Date:
      07/01/2016
      End Date:
      06/30/2017
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 1.1.r1 - To allow our department to attracted qualified personnel and lower our overall overtime cost.
        Description




         

        Rationale

        Intitial start-up cost of $5,380 per month per officer, with future cost of $64,560 per year per officer for an annual saving of $126,213.44.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $64,560.00/$126,231.00
        Second Year Cost/Savings:
        $67,788.00/$176,231.00
        Third Year Cost/Savings:
        $71,172.00/$206,231.00
      Actions/Activities:
      • 1.1.a1 - Salary Increase for police officers

        To provide adequate 24/7 services, the District would need to hire 2 more police officers.

        Salary increase for police officers will allow our department to attract qualified personnel. With other departments in our area offering salaries far above our current police officer salary, it has become difficult to find qualified personnel for our department. Increasing the salary to a more competitive level will allow our department to compete with other departments and fill necessary positions. In addition, having more officers will decrease our overtime.

        Start Date:
        07/01/2016
        End Date:
        06/30/2017
        Responsible Person:
        Cheif of Police
  • 2 - Goal - Dispatch Services
    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - Decrease Cost of Dispatch Services and Enhance Officer Safety
      Priority Rank:
      2
      Start Date:
      07/01/2016
      End Date:
      06/30/2017
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 2.1.r1 - Cost Savings
        Description
        Rationale

        Initial start up cost of $146,244.35, with future cost of $84,033.60 for an annual savings of $74,595.90.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $146,244.35/$24,335.15
        Second Year Cost/Savings:
        $81,033.60/$89,545.90
        Third Year Cost/Savings:
        $81,033.60/$89,545.90
      Actions/Activities:
      • 2.1.a1 - Change Dispatch Services

         

        To provide 24/7 dispatching services the District would need to hire a total of 3 dispatchers.  This would equate to a total annual cost, which would include salary and benefits, of $170,579.50.  This net cost also incorporates additional funds which are paid to the San Bernardino County Sheriff Department for records access and part time dispatching services. Currently, we only have dispatching services Mon-Fri from 8:00-4:30pm.

        By contracting our dispatching services with Cal State San Bernardino, we would have 24/7 emergency dispatching services, which would provide a safer working environment for our officers; as well as create a safer District environment for the community.  At an estimated start up cost of $146,244.35, and thereafter costing $81033.60 per year.  Ultimately the District would save $89,545.90 annually. 

        Start Date:
        07/01/2016
        End Date:
        06/30/2017
        Responsible Person:
        Chief of Police
  • 3 - Goal - Trainee Position
    Priority Rank:
    3
    Objectives:
    • 3.1 - Objective - Create Trainee Position
      Priority Rank:
      3
      Start Date:
      07/01/2016
      End Date:
      06/30/2017
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 3.1.r1 - Create Trainee Postion
        Description
        Rationale

         

        To expand recruitment and create an advancement opportunity for our CSO's.

        Resource Type:
        Ongoing
        Expenditure Category:
        Other
        First Year Cost/Savings:
        $4,203.00/$0.00
        Second Year Cost/Savings:
        $4,413.00/$0.00
        Third Year Cost/Savings:
        $4,633.00/$0.00
      Actions/Activities:
      • 3.1.a1 - Create Trainee Position

        This position not only creates the opportunity for upward mobility internally, it allows us to better train new College Police Officers for the unique intricacies that come with working in a higher education environment. This position will also decrease the change of future failed recruitments by increasing our applicant pools.

        Start Date:
        07/01/2016
        End Date:
        06/30/2016
        Responsible Person:
        Chief of Police
  • 4 - Goal - Create Middle Management Position
    Priority Rank:
    4
    Objectives:
    • 4.1 - Objective - A lieutenant position is needed for efficiency.
      Priority Rank:
      4
      Start Date:
      07/01/2016
      End Date:
      06/30/2017
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 4.1.r1 - Lieutenants position
        Description
        Rationale

        Create better efficiency for our department and district.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $103,367.00/$0.00
        Second Year Cost/Savings:
        $108,532.00/$0.00
        Third Year Cost/Savings:
        $113,957.00/$0.00
  • 5 - Goal - Purchase new Ford Taurus police unit
    Priority Rank:
    5
    Objectives:
    • 5.1 - Objective - Purchase 1 fuel efficient Ford Taurus vehicle in support of Chancellor's 'go green' policy.
      Priority Rank:
      5
      Start Date:
      07/01/2016
      End Date:
      06/30/2017
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 5.1.r1 - 1 Ford Taurus Fuel Effificient Vehicle
        Description
        Rationale

        In lineage with the Chancellor's "go green policy", 1 new Ford Taurus fuel efficient vehicle would be purchased and converted into a police unit.  With a first year cost of $32,000.00, estimated fuel and maintenance costs would be greatly reduced, allowing for savings of $1500.00 from current outdated security unit.

        Resource Type:
        Ongoing
        Expenditure Category:
        Equipment (6400)
        First Year Cost/Savings:
        $32,000.00/$0.00
        Second Year Cost/Savings:
        $2,000.00/$1,500.00
        Third Year Cost/Savings:
        $2,000.00/$1,500.00

10. Progress Report on Last Cycle's Goals, Objectives, and Actions

  1. Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.
  2. Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.
  • 1 - Goal - Dispatch Services
    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Decrease Cost of Dispatch Services and Enhance Officer Safety
      Priority Rank:
      1
      Original Start Date:
      07/01/2014
      Original End Date:
      06/30/2015
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      -- Pick One --
      Resource Requests:
      • 1.1.r1 - Cost Savings
        Description
        Rationale

        Initial start up cost of $146,244.35, with future cost of $84,033.60 for an annual savings of $74,595.90.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $146,244.35/$24,335.15
        Second Year Cost/Savings:
        $81,033.60/$89,545.90
        Third Year Cost/Savings:
        $81,033.60/$89,545.90
      Actions/Activities:
      • 1.1.a1 - Change Dispatch Services

         

        Currently to provide 24/7 dispatching services the District would need to hire a total of 3 dispatchers.  This would equate to a total annual cost, which would include salary and benefits, of $170,579.50.  This net cost also incorporates additional funds which are paid to the San Bernardino County Sheriff Department for records access and part time dispatching services.  

        By contracting our dispatching services with Cal State San Bernardino, we would have 24/7 emergency dispatching services, which would provide a safer working environment for our officers; as well as create a safer District environment for the community.  At an estimated start up cost of $146,244.35, and thereafter costing $81033.60 per year.  Ultimately the District would save $89,545.90 annually. 

        Start Date:
        07/01/2014
        End Date:
        06/30/2015
        Responsible Person:
        Chief of Police
        Status Code:
        Work is Underway
        Progress Description:

        na

        Measurements/Documentation of Progress:

        na

  • 2 - Goal - Create Middle Management and Investigator Position
    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - A lieutenant position is needed for efficiency.
      Priority Rank:
      2
      Original Start Date:
      07/01/2014
      Original End Date:
      06/30/2015
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      na

      Resource Requests:
      • 2.1.r1 - Lieutenants position
        Description
        Rationale

        Create better efficiency.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $91,020.00/$0.00
        Second Year Cost/Savings:
        $95,568.00/$0.00
        Third Year Cost/Savings:
        $100,344.00/$0.00
      • 2.1.r2 - Investigator position
        Description
        Rationale

        Create better efficiency.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $50,225.00/$0.00
        Second Year Cost/Savings:
        $52,740.00/$0.00
        Third Year Cost/Savings:
        $55,380.00/$0.00
  • 3 - Goal - Purchase new Ford Taurus police unit
    Priority Rank:
    3
    Objectives:
    • 3.1 - Objective - Purchase 1 fuel efficient Ford Taurus vehicle in support of Chancellor's 'go green' policy.
      Priority Rank:
      3
      Original Start Date:
      07/01/2014
      Original End Date:
      06/30/2015
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 3: Partnerships of Strategic Importance
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      na

      Resource Requests:
      • 3.1.r1 - 1 Ford Taurus Fuel Effificient Vehicle
        Description
        Rationale

        In lineage with the Chancellor's 'go green' policy, 1 new Ford Taurus fuel efficient vehicle would be purchased and converted into a police unit.  With a first year cost of $32,000.00, estimated fuel and maintenance costs would be greatly reduced, allowing for savings of $1500.00 from current outdated security unit.

        Resource Type:
        Ongoing
        Expenditure Category:
        Equipment (6400)
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $32,000.00/$0.00
        Second Year Cost/Savings:
        $2,000.00/$1,500.00
        Third Year Cost/Savings:
        $2,000.00/$1,500.00
  • 4 - Goal - District Emergency Manager Part time Contract Position
    Priority Rank:
    4
    Objectives:
    • 4.1 - Objective - Create a part time contract position for an Emergency Manager who reports to the Chief of Police
      Priority Rank:
      4
      Original Start Date:
      07/01/2014
      Original End Date:
      06/30/2015
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Chief of Police
      Strategic Direction:
      Goal 1: Student Success
      Impact Type:
      District Wide
      Institutional Learning Outcome:
      -- Pick One --
      Status Code:
      Objective was Removed
      Progress Description:

      Resigned to HR

      Resource Requests:
      • 4.1.r1 - District Emergency Manager
        Description
        Rationale

        A District Emergency Manager is needed to assist in District-wide safety training and planning.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $69,958.00/$0.00
        Second Year Cost/Savings:
        $73,462.00/$0.00
        Third Year Cost/Savings:
        $77,136.00/$0.00

11. Process and Participants

  1. Describe briefly the main steps of the process that produced this report.
  2. List the name and function of each participant in that process.
  3. Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.
  4. Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

a. Administrative Secretary assigned to participate in the program review by Sgt. Stills, with input from both  Sgt. Stills and Chief Galvez.

b. Pierre Galvez, Police Chief

    Ken Stills, Sergeant

c.  Attempt to have more department members participate in the review process.

12. Supporting Documents