WORKSTUDY-A_SANTA ANA PD - STRATEGIC PATROL STAFFING PLAN - FINAL REPORT

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2,180 Priority 1 dispatched calls for service, 17,698 Priority 2 dispatched calls for service, and 58,095 Priority 3 dispatched calls for service; iority 2 calls for service in 10 minutes, and Priority 3 calls for service in 35 minutes; a Priority 1 call for service 95% of the time; % of their shift on self-initiated activities; Spend 16.7% of their shift on administrative activities; and SAPD In concluding this section, a few points to consider as SAPD implements this strategic patrol staffing plan are offered. First, since the validity of the MAPP was established, it is expected the benefits described in the previous section will be realized as patrol staffing increases occur (i.e., increased self-initiated and administrative time, decreased response times, and increased immediate availability). It is recommended that SAPD personnel measure the benefits obtained each year as staffing increases occur to further validate the results of the added patrol personnel. Second, the SAPD command staff should be cognizant of the other benchmarks established for patrol in this report and measure their maintenance annually. For example, the patrol staffing levels in this report are established to allow SAPD patrol officers to annually respond to 2,180 Priority 1 dispatched calls for service, 17,698 Priority 2 dispatched calls for service, and 58,095 Priority 3 dispatched calls for service;. However, an assessment of calls for service from 2011- 2013 including projections for 2014 show an annual average increase in Priority 1 calls for service of 6.25 percent as well as an annual increase of 5.94 percent increase in Priority 2 calls for service and a 2.56 percent annual increase in Priority 3 calls for service over the past 4 years. The values for the number of calls for service in the base MAPP were based on 2013 and were held staticin the modeling completed for the strategic staffing plan. If the annual increase in calls for service continue, then a new benchmark for annual calls for service, by priority level, should be established through trend analysis and the patrol staffing increases recommended in this report should be adjusted accordingly. Third, as previously discussed, the strategic patrol staffing plan is predicated on the assumption that the practice of backfilling patrol shifts with detectives will continue in the future. If SAPD discontinues the practice of using detectives assigned to the Investigations Bureau to backfill ЊВ